Location

Author: Britt Thompson

Standish v Standish: five key principles

Posted on by Britt Thompson

The recent Supreme Court decision in Standish v Standish has provided welcome clarity on how the courts distinguish between matrimonial and non-matrimonial property on divorce. This distinction is often central to financial proceedings, particularly where one spouse enters the marriage with significant wealth or receives assets by inheritance or gift. The judgment sets out five key principles.

1. The distinction between matrimonial and non-matrimonial property

Matrimonial property is built up during the marriage through the couple’s joint efforts. Non-matrimonial property usually refers to assets owned before the marriage, or those received through inheritance or gift.

2. The sharing principle only applies to matrimonial property

The court’s starting point of equal sharing does not extend to non-matrimonial assets.

3. Matrimonial property should normally be shared equally

Although there can be reasons to depart from equality, fairness requires an equal division of assets generated by the marriage.

4. Non-matrimonial property can become matrimonial

This process, called “matrimonialisation”, happens when a couple’s conduct shows they have treated an asset as shared over time.

5. Tax planning does not usually mean sharing

Where an asset is transferred between spouses purely to save tax, this does not normally amount to matrimonialisation. The intention is tax efficiency, not joint ownership.

Conclusion

The principles in Standish v Standish underline the importance of understanding how the courts treat different types of property. For separating couples, the case confirms that wealth created during the marriage will normally be shared equally, while inherited or pre-marital assets are more likely to remain separate unless clearly treated as shared.

For further information or advice, please contact Naim Qureshi, Senior Associate in the family and divorce team on 01494 781356  or email naim.qureshi@blasermills.co.uk.

Blaser Mills achieves top tier Legal 500 2026 recognition

Posted on by Britt Thompson

Blaser Mills is proud to announce its latest Legal 500 rankings for 2026, showcasing both new achievements and continued recognition across a wide range of practice areas in London and the South East.

For the first time, the firm has been ranked in London > TMT (Sport), entering at Tier 6. Joshua Easterbrook, Colin Smith and Becky Cooper have all been named as Recommended Lawyers. This marks a significant step forward for the firm’s growing Sports practice.

‘A boutique sports practice offering an impressive range of experience across a multitude of sports. They have a number of really excellent institutional clients.’

‘Josh Easterbrook is very impressive for his relative junior status, and he understands the needs of institutional sports clients.’

In the South East, the firm has retained strong positions across key practice areas:

Employment: Tier 1

  • The Employment team has retained its Tier 1 ranking for many years.
    ‘The team at Blaser Mills have a diverse knowledge base, they are active in the local community, and they have a great business understanding enabling excellent client relationship skills.’
  • Noel Deans has retained his status as a Leading Partner.
  • Hannah Funnell has been newly recognised as a Recommended Lawyer.
    ‘Hannah Funnell always responds promptly to emails and enquiries, she is efficient and has provided a very competent and professional service.’

Personal tax, trusts and probate: Tier 1

  • The team has once again retained its strong Tier 1 ranking.
    ‘The Blaser Mills team are highly professional, technically strong and friendly in their approach.’
  • Jonathan Gallop has retained his status as a Leading Partner.
    ‘This practice is local to us in Marlow and provided an excellent, professional, prompt service. The solicitor we dealt with, Jonathan Gallop, was well-informed, prepared to discuss our options, and offered relevant advice which we found most helpful.’
  • Minesh Thakrar has been newly recognised as a Next Generation Partner.
  • Karen Woodison has retained her Recommended Lawyer status.
    ‘Karen Woodison is outstanding. Karen provides excellent advice, adopting a friendly, patient and supportive approach. Karen is highly knowledgeable and provides great guidance, particularly when making wills, which is a complex subject.’
  • Heenal Chhipa-Gadday and Kathy James have both been newly recognised as Recommended Lawyers.

Corporate and commercial: Tier 2

  • The team continues to retain its Tier 2 ranking.
  • Edward Lee continues to be recognised as a Leading Partner.
  • Colin Smith continues to be recognised as a Key Lawyer.

Family and divorce: Tier 2

  • The team has retained its Tier 2 ranking.
    ‘The appeal of Blaser Mills is their ability to handle HNW and low value cases really in the same breath, with no drop in service standard of quality. They punch above their weight compared to other firms in the Thames Valley and offer the kind of service comparable to central London firms.’
  • Sadie Glover is newly listed as Practice Head and as a Key Lawyer.
  • Lucinda Holliday has achieved a new ranking as a Leading Partner.
    ‘Lucinda Holliday is a supreme litigator. She guides clients expertly, settling cases when they need to be settled, but not shying away from a fight.’
  • Naim Qureshi has retained his recognition as a Leading Partner.
    ‘Naim Qureshi is a very sensible, experienced and thorough lawyer who is able to get to the crux of the issue.’
  • Kate Jones continues to be recognised as a Key Lawyer.
    ‘Kate Jones is incredibly conscientious and hard working for her clients. She goes above and beyond not only to make sure her clients get the best possible outcome but also to make sure they feel supported and able fully to participate in their proceedings. Her client care is second to none in the private law sector. She’s particularly careful to ensure that any counsel instructed are the right “fit” for the client and the case.’

Commercial property: Tier 3

  • The team has retained its Tier 3 ranking.
    ‘What sets them apart is their ability to balance legal expertise with a client-focused approach. Their responsiveness is particularly noteworthy and queries are addressed promptly and efficiently, which is not always easy to find in the legal sector. This reliability makes them an invaluable partner, particularly in complex or time-sensitive matters.’
  • Louise Benning, with Jacqueline Craig and Sarah Harley are recognised as Key Lawyers.
    ‘Jacqueline Craig and Sarah Harley stand out for their exceptional commitment and client-focused approach. Working with them feels like having an extension of my own team—they are not just providing legal support but actively collaborating to achieve the best outcomes.’


‘What truly sets them apart is their reliability and efficiency. I can trust them to handle matters with precision and deliver results on time, making them an integral part of any project. Their proactive and solution-oriented approach makes a significant difference compared to other firms, reinforcing why Blaser Mills remains a top choice.’

Contentious trusts and probate: Tier 4

  • The team has retained its Tier 4 ranking.
    ‘Their attention to detail is unmatched – no stone is left unturned, ensuring I’m always well-informed and prepared for what’s ahead. What I appreciate most is their responsiveness and genuine commitment to my case. It’s clear they care deeply about achieving the best possible outcome, and their thorough approach gives me confidence every step of the way.’
  • Matthew Whipp continues to be recognised as a Key Lawyer.
    ‘Working with Matthew Whipp has truly been a remarkable experience. What sets them apart is not just their deep legal knowledge, but their ability to translate complex legal concepts into clear, actionable advice. From the start, Matthew took the time to fully understand my specific situation, offering thoughtful solutions that were both strategic and practical.’

    ‘Matthew Whipp’s deft client handling and empathetic approach make him ideal in dealing with complexities. Clients always know that he is on their side, and his legal knowledge is impressive to match. Robust with opponents, commercial with his advice – Matthew is exceptional.’

Clinical negligence: Tier 4

Property litigation: Tier 4

Commercial Litigation

Congratulations to everyone involved and thank you to our professional contacts for the amazing feedback. These results demonstrate the depth and breadth of expertise across the firm, with recognition for both business and private client services.

What happens if there’s no Will?

Posted on by Britt Thompson

Someone passing away without a valid Will is more common than you might expect. When this happens, the person is said to have died intestate, and it means the law steps in to decide what happens to their estate.

Rather than the deceased’s wishes determining who receives the estate, the intestacy rules take effect. Whilst these rules aim to provide a fair structure, they often don’t reflect what the individual would have wanted, particularly for unmarried couples or blended families.

Who administers the estate?

When there’s no Will, there’s no named executor. Instead, a relative, typically a spouse, child, or close family member, must apply to the Probate Registry for what’s called a Grant of Letters of Administration. This document gives them legal authority to manage the estate. They are then known as the administrator. The administrator fills a similar role to the executor when the deceased made a Will.

The administrator’s job involves collecting and valuing all the assets, paying off any debts and taxes, and distributing the remaining estate in line with the intestacy rules. It’s a responsible role and can sometimes be complicated, especially if the estate includes property or multiple beneficiaries.

Applying for a Grant of Letters of Administration

The process of obtaining the grant is similar to applying for probate when a Will exists. The key steps are:

  1. Check if a grant is needed:  Not all estates require probate. If the estate is small or held jointly (e.g. a joint bank account), a grant might not be necessary.
  2. Value the estate: The administrator must value all aspects within the estate, including all assets and any debts owed.
  3. Report to HMRC: Even if no inheritance tax is due, the estate may need to be reported to HMRC using the appropriate forms.
  4. Apply online or by post: The administrator applies to the Probate Registry, including the death certificate and estate valuation, along with a fee (currently £300 for estates over £5,000). Depending on the situation, the administrator may be required to submit the application by post, which is a much longer process than applying online.
  5. Receive the grant: If everything is in order, the Probate Registry will issue the Grant of Letters of Administration.
  6. Deal with the estate: Once the grant is received, the administrator can collect the deceased’s assets, pay debts, and distribute what’s left according to the rules of intestacy.

This process can take several months, especially if the estate is complex or includes property, business interests, or overseas assets.

How are assets distributed?

The rules of intestacy prioritise certain relatives in a set order. This is how it works:

  • Spouse or civil partner: If there are no children, the entire estate goes to them. If there are children, the spouse receives a statutory legacy (currently £322,000), all personal possessions, and half of the remaining estate. The other half goes to the children.
  • Children: If there’s no surviving spouse or civil partner, children inherit everything, divided equally.
  • Other relatives: If there are no children or spouse/civil partner, the estate is shared according to a hierarchy—parents, siblings, nieces/nephews, grandparents, aunts/uncles, and so on.
  • No close family: If no one fits the bill, the estate passes to the Crown through a process known as bona vacantia.

The UK government has provided a useful online tool to check who can apply for probate and inherit if someone dies without a Will.

One crucial point: unmarried partners have no automatic right to inherit, even if they lived with the deceased for decades. This often comes as a nasty surprise and can lead to hardship or disputes.

Why making a Will matters

Intestacy can lead to outcomes no one anticipated. It might exclude people the deceased cared deeply for or create disputes between family members. Making a Will is the best way to:

  • Decide who inherits your assets
  • Provide for your partner (especially if you’re not married or in a civil partnership)
  • Appoint guardians for your children
  • Make the probate process simpler and more efficient

It also brings peace of mind, knowing that your wishes will be respected and your loved ones will be protected.

To make a Will or discuss your options please get in touch with Shannon Zermani on 01494 478687 or email shannon.zermani@blasermills.co.uk.

Understanding alienating behaviour in families

Posted on by Britt Thompson

Family separation can be difficult for everyone involved, especially children. In some families, children may become reluctant or refuse to see one of their parents. Sometimes this is based on their own experiences or feelings. In other cases, a parent may influence the child, consciously or unconsciously, by speaking negatively about the other parent or making them feel guilty for wanting a relationship with them. This is known as alienating behaviour.

The Family Justice Council (FJC) has recently published guidance to help courts and professionals respond to cases where alienation is alleged. Its focus is on ensuring that decisions are made carefully and with the child’s welfare at the centre.

What is alienating behaviour?

Alienating behaviour can take many forms. It may include criticising the other parent in front of the child, restricting or controlling contact, or pressuring the child to take sides. These actions can damage the child’s ability to have a healthy relationship with both parents.

It is important to remember, however, that not all situations where a child resists contact involve alienation. A child may have valid reasons for not wanting to see a parent, such as exposure to conflict, poor parenting, or even direct harm. The court’s role is to look behind the behaviour and understand the reasons.

How do the courts approach these cases?

The new FJC guidance stresses the need for careful assessment. Judges should avoid applying labels too quickly. Instead, they must look at the evidence, hear the child’s voice, and consider the wider context of the family.

Courts may look at:

  • The child’s wishes and feelings, depending on their age and maturity.
  • The history of the parents’ relationship and any past concerns.
  • Evidence of abuse, neglect, or other safeguarding risks.
  • Professional assessments from social workers or psychologists.

There is no fixed test for alienation. Each case is different, and the welfare of the child remains the guiding principle.

Balancing rights and responsibilities

Allegations of alienation can be distressing for both parents. A parent who feels excluded from their child’s life may feel frustrated and powerless. The parent accused of alienation may feel unfairly blamed. The FJC reminds us that the court’s task is not to punish parents but to protect the child and support safe, positive family relationships.

Solutions can include therapeutic support, parenting programmes, or carefully managed contact arrangements, depending on the needs of the child.

Advice for parents

If you are experiencing difficulties around contact, there are steps you can take:

  • Keep children out of adult disputes wherever possible.
  • Encourage your child to feel free to spend time with both parents.
  • Seek advice early if you are worried about resistance or conflict.
  • Keep clear records of arrangements and communications.

A sensitive and evolving area

Alienating behaviour is complex, and every case is unique. What matters most is that children are not caught in the middle of disputes and that their wellbeing comes first.

Our family team can advise you if you are concerned about contact, resistance, or allegations of alienation. We provide clear and practical guidance tailored to your circumstances. Please contact us if you would like to discuss your situation in confidence.

For further information or advice, please contact Naim Qureshi, Senior Associate in the family and divorce team on 01494 781356  or email naim.qureshi@blasermills.co.uk.

Supporting young people on their journey into law

Posted on by Britt Thompson

We recently hosted a Work Experience Taster Afternoon for students aged 17–21, giving them a first-hand look at life inside a law firm.

The event introduced students to different areas of law as well as the business roles that support the firm. Workshops on CVs, interview skills and mock interviews gave practical advice to help them prepare for future opportunities.

Talks from a trainee solicitor, a newly qualified solicitor and the firm’s Executive Chairman offered honest accounts of their career journeys, which students described as both inspiring and reassuring.

Tracy Jones, Responsible Business Partner, said:
“We are delighted the event was such a success. We look forward to running more sessions for young people who are keen to explore a career in law but may not have had the chance to experience it before.”

For details of future events, contact tracy.jones@blasermills.co.uk

Series: Leasehold and Freehold Reform Act 2024 Part 2

Posted on by Britt Thompson
Part 2: Enfranchisement and Lease Extensions

Leaseholds are a depreciating asset, making enfranchisement (acquiring the freehold) or lease extension attractive options for leaseholders seeking control and cost savings. However, the current system is complex and costly.

The Leasehold and Freehold Reform Act 2024 (LAFRA 2024), which received Royal Assent on 24 May 2024, introduces major reforms to simplify and reduce the cost of leasehold enfranchisement and lease extensions. Although most provisions are not yet in force, the changes are already influencing market behaviour.

Key reforms for leaseholders

LAFRA 2024 lowers barriers to participation by:

  • Removing the two-year ownership requirement (effective 31 Jan 2025): Leaseholders can bring claims immediately post-acquisition, though the notice of claim must be brought by the legal owner of the leasehold interest and therefore Land Registry processing times in registering the transaction and updating the registered proprietor on the title may affect timing.
  • Eliminating restrictions on repeat claims: Leaseholders can now reapply to collectively enfranchise or for a lease extension without waiting 12 months from an earlier claim that failed to complete.
  • Raising the non-residential internal floor area (excluding common parts) threshold from 25% to 50% for collective enfranchisement claims from 25% to 50%, allowing more mixed-use buildings to qualify.
  • Extending statutory lease terms from 90/50 years to 990 years for flats and houses respectively.
  • Introducing peppercorn rent for houses, aligning them with flats.

Premiums and costs

A new valuation method is expected to abolish marriage and hope value, potentially lowering premiums – especially for leases with less than 80 years left to run and with high ground rent. It may be that some leaseholders will pay higher premiums under the new legislation.

Another potential factor impacting premiums is that leaseholders may be required to purchase intermediate interests.

Transaction costs are expected to also reduce, with each party generally bearing their own costs. Landlords can only recover costs in limited circumstances such as where the tribunal has made a costs order or in low value cases.

Shared ownership leases

Leaseholders will gain lease extension rights but generally cannot acquire the freehold of a house.

Impact on landlords

  • Loss of opposition rights: Landlords can no longer block claims based on redevelopment or reoccupation, though a limited right to claim possession on the grounds of redevelopment will be introduced.
  • Mandatory leasebacks: Leaseholders can require landlords to take 999-year leasebacks at peppercorn rent for non-participating units, reducing premiums further.

Timing and uncertainty

While leaseholders are delaying claims in anticipation of lower premiums and costs, the government has yet to complete its consultation on lease extension rates and still has some way to go before LAFRA 2024 will come into full force and effect. A Judicial Review currently being brought by landowners in the High Court may further delay implementation. Currently, the only certainty is uncertainty and all the while the leasehold clock continues to run down.

How we can help

Our Property Litigation team is well-versed in enfranchisement and lease extension claims and ready to guide you through the evolving legal landscape.

If you require assistance, please contact the team on  0203 814 2020 or send us an email to litigation@blasermills.co.uk.

Sadie Glover shortlisted at the Family Law Awards 2025

Posted on by Britt Thompson

We are proud to share that our Partner and Head of the Family and Divorce team, Sadie Glover, has been shortlisted alongside her colleagues in the Working Group on Pets on Divorce and Separation for the Family Law Community Interaction Award at the 2025 Lexis Nexis Family Law Awards.

The Family Law Awards is a prestigious annual event in the family law community, organised by LexisNexis. The awards recognise excellence, innovation and outstanding contributions across all areas of family law, highlighting the work of practitioners, teams and organisations who make a positive difference to families and the wider community.

The Working Group on Pets on Divorce and Separation campaigns for changes in the law to reflect the growing understanding that pets are not simply possessions, but valued members of the family whose welfare should be considered when relationships break down.

Commenting on the nomination, Sadie said:

“It is a privilege to be recognised alongside the Working Group for this important campaign. Pets play such an integral role in family life, and it is vital that the law keeps pace with that reality. I am proud to contribute to the efforts for meaningful change, which we all hope is on the horizon.”

The winners will be announced later this year.

Understanding private children hearings in family court

Posted on by Britt Thompson

When families separate, it’s not always possible to agree on every aspect of a child’s care. If discussions break down, a family court hearing may be needed to help resolve matters fairly, with a particular focus on what is best for the child.

But what exactly is a family court hearing in private children proceedings and when might you need one?

What do family courts handle in private children cases?

Private children law cases typically arise between individuals, most commonly separated parents, who cannot agree on important issues regarding their children. These may include:

  • Child arrangements: Deciding where a child will live and how much time they will spend with each parent or other family members, such as grandparents.
  • Parental responsibility: Determining who has legal rights and responsibilities for the child, and how decisions about their upbringing will be made.
  • Prohibited steps orders: Preventing a parent or individual from taking certain actions, such as removing the child from school or taking them abroad without consent.
  • Specific issue orders: Asking the court to decide on a particular matter, such as which school the child should attend or what surname they should use.

In all private law cases, the court’s overriding priority is the child’s welfare. To determine what is in the child’s best interests, the court applies the welfare checklist as set out in the Children Act 1989.

When might a court hearing be needed?

A court hearing is usually a last resort. The court expects parties to attempt to reach an agreement through alternative means first, such as private discussion, mediation, or negotiations through solicitors.

However, a court hearing may become necessary:

  • After an application is made: Usually by a parent, grandparent, or another person with a close connection to the child.
  • If agreement can’t be reached: Even with legal support or mediation.
  • Where there are safeguarding concerns: The court may prioritise a case if there are allegations of abuse, neglect, or risk of harm to the child.
  • As part of the court process: Including a First Hearing Dispute Resolution Appointment (FHDRA), potential fact-finding hearings, and a final hearing if needed.

What happens in court proceedings?

Private children proceedings usually involve up to three hearings, each aimed at encouraging agreement where possible and determining what is in the child’s best interests. Where there are allegations of harm or abuse, an additional hearing may be necessary.

FHDRA – First hearing dispute resolution appointment

    This is a preliminary hearing, not a trial. At this stage:

    • A CAFCASS officer may attend to provide input on any welfare or safeguarding concerns.
    • The judge or legal adviser will encourage both parties to reach an agreement, where possible.
    • If the issues are straightforward, an agreement may be approved by the court the same day.
    • If there are allegations of abuse or safeguarding concerns, the court may direct a fact-finding hearing to investigate further.
    • The court will determine next steps such to address the issues, such as witness statements, expert reports or requiring the parties to attend parenting programmes through CAFCASS

    Fact-finding hearing (if required)

    If serious allegations (such as domestic abuse or risk of harm) are raised, the court may hold a fact-finding hearing. At this hearing:

    • Both parties give evidence and may be cross-examined.
    • The judge will decide whether the alleged incidents occurred, based on the balance of probabilities.
    • These findings will then guide how the case proceeds, particularly in relation to safeguarding and contact arrangements.

    DRA – Dispute resolution appointment

    If no fact-finding hearing is needed, or once findings have been made, the next hearing is usually the DRA. At this hearing:

    • The judge will assess the evidence and any reports (e.g. from CAFCASS).
    • The aim is to narrow the issues and encourage the parties to settle.
    • If agreement is reached, a final order can be made.
    • If not, the case is prepared for a final hearing.

    Final hearing

    If an agreement is still not reached, the case proceeds to a final hearing. Here:

    • Both parties give evidence under oath.
    • The judge considers the child’s best interests, using the Children Act welfare checklist.
    • A final, legally binding decision is made and recorded in a court order.

    Common terms you may hear in private children cases

    Child arrangements order: Specifies who the child will live with and how much time they will spend with each parent or other relatives.

    Prohibited steps order: Prevents a parent from taking certain actions concerning the child without court permission.

    Specific issue order: Used when parents cannot agree on a specific issue, such as education or religion.

    CAFCASS (Children and Family Court Advisory and Support Service): An independent body that advises the court on what is best for the child. They may speak with the child and family members and provide a report with recommendations.

    Safeguarding letter: a short report produced by CAFCASS setting out details of initial safeguarding checks. This includes reviewing any prior police and social services involvement and speaking to the parties to understand their position and concerns.

    Section 7 report: This is a more formal assessment carried out by CAFCASS to determine what is in the child’s best interest and welfare. It is aimed to further the child’s wishes and feelings whilst identifying their needs and any potential risks.

    We’re here help

    If you’re facing difficulties agreeing arrangements for your child, we can help guide you through the family court process and explore ways to resolve the matter, always with the child’s welfare as the central focus.

    For further information or advice, please contact Maryam Abbasi on 01494 781359 or email maryam.abbasi@blasermills.co.uk.

    Series: Leasehold and Freehold Reform Act 2024 Part 1

    Posted on by Britt Thompson
    Part 1: Ban on new leasehold houses

    The Leasehold and Freehold Reform Act 2024 (LAFRA 2024) is a significant piece of legislation aimed at improving the rights of residential leaseholders in England and Wales. LAFRA 2024 received Royal Assent on 24 May 2024 but is not yet in force (save for a limited number of provisions) and the Government is currently drafting secondary legislation to flesh out the details.

    LAFRA 2024 targets several features of leasehold housing, notably leasehold houses, lease extensions, enfranchisement, right to manage and regulation of leaseholds.

    This article focuses on Part 1 of the legislation and outlines the ban on new leasehold houses.

    Leasehold houses

    In 2022-2023 there was an estimated 4.77 million leasehold properties in England, 28% of which were leasehold houses. Leasehold owners have faced increasing challenges in the form of escalating levels of ground rent and service charges, restrictions in the manner in which they can deal with their properties, building safety concerns and the subsequent difficulties with selling and remortgaging their interests.

    The Government has been vocal about its mission to protect leaseholders from unscrupulous practices and Part 1 of LAFRA 2024 aims to tackle problems specifically faced by the leasehold houses sector (for example requiring consent from and paying fees to a freeholder in order to build an extension) by banning the granting (or assignment) of new leasehold houses, save for in a limited number of circumstances. This is part of the Government’s overall strategy to move towards freehold being the default tenure for new houses.

    Scope of the ban

    When it comes into force, the legislation will prohibit the granting of (or entering into an agreement to grant), and in some cases the assignment of (or entering into an agreement to assign), a new long residential lease of a house, save in the case of “permitted leases” as set out in Schedule 1 to the legislation.

    LAFRA 2024 defines what is meant by a “long residential lease of a house” and in its simplest form, it is a lease for a term of more than 21 years for a separate set of premises that has been constructed or adapted for use as a dwelling and which can be occupied under a lease as a separate dwelling.

    “Permitted leases”

    There are two categories of permitted leases under the legislation, and these are set out in Part 1 and Part 2 of Schedule 1.

    Part 1 of Schedule 1 lists the categories of permitted leases that require the developer or seller to apply for and obtain a “permitted use certificate” from the First-tier Tribunal (Property Chamber) in England or the Leasehold Valuation Tribunal in Wales.

    The permitted leases under Part 1 of Schedule 1 include:

    • leases granted out of pre- 22 December 2017 leasehold estates;
    • community housing leases;
    • retirement housing leases;
    • leases of certain National Trust property; and
    • leases granted by the Crown.

    Part 2 of Schedule 1 lists the categories of permitted leases that qualify for self-certification and these include:

    • leases agreed before the ban comes into force;
    • shared ownership leases;
    • home finance plan leases;
    • extended leases; and
    • agricultural leases.

    The introduction of the certification requirement is designed to avoid abuse by developers and sellers, and it is hoped it will enable buyers to proceed through transactions with more confidence.

    Regulation of permitted leases

    Once certified, permitted leases will still be regulated and developers, sellers, marketers and advisors will have to comply with mandatory requirements such as:

    • the provision of “permitted lease information” within marketing materials (essentially a statement identifying which category or categories of Schedule 1 the permitted lease falls under);
    • complying with transaction warning conditions (issuing warning notices stating the lease is a permitted lease and what kind, and the proposed tenant  must provide a notice of receipt, both of which must be endorsed on the lease or agreement for lease); and
    • the inclusion of new Land Registry prescribed clauses (failure of which would result in a restriction on title being entered and which would prohibit future transfers, unless the lease was varied.)

    The aim of the regulations is to ensure that the leasehold nature of the interest is brought to the attention of the proposed tenant as there have been many instances of mis-selling and buyers being under the false impression that they were purchasing a freehold house.

    Redress for breach of ban

    Failure to comply with the provisions of Part 1 of LAFRA 2024 will not affect the validity of the lease (or the assignment) as the rights of tenants must be protected. Redress will be in the form of tenants acquiring the right (which must be separately exercised) to acquire the freehold of the house at no extra cost. This right cannot be contracted out of.

    In addition, those in breach (which can include estate agents engaged in marketing)  can face fines of no less than £500 and up to £30,000.

    When does the ban come into force and who will it impact?

    At present the provisions referred to above are still not yet in force and the Secretary of State will issue secondary legislation to enact the provisions of LAFRA 2024. At the time of writing this is anticipated to be at some time in 2025/2026.

    The legislation will impact existing freeholders of houses, developers (though there has been a decline in the number of new build leasehold houses since the Government announced the ban would be introduced) and those that are entitled to grant/assign permitted leases under Schedule 1 of the Act, such as those operating in the care home sector.

    It is important to note that even if the ban does not apply, there will be procedural changes that must be complied with.

    How we can help

    We are in an era of legislative flux that will have a dramatic impact on landlords and tenants, both at the long leasehold and assured shorthold tenancy ends of the spectrum. Our Property Litigation team has considerable expertise in this area of law and we can help navigate you through the legislative changes to enable you to remain compliant and attain your objectives.

    If you require assistance, please contact the team on 020 3814 2020 or send an email to litigation@blasermills.co.uk.

    Navigating summer holidays as a blended family

    Posted on by Britt Thompson

    As parents find new partners after separation, step or blended families are created. Summer holidays can be a time of joy and relaxation, but for blended families, they can also come with added layers of complexity. Whether it’s managing different parenting styles, co-parenting arrangements, or expectations from extended family members, planning a summer that works for everyone can be tricky to manage.

    As a family lawyer, I often see how important good communication and clear planning are in helping blended families enjoy the summer break. Here are a few things to consider.

    1. Plan ahead

    Trying to organise time away at the last minute rarely works well when there are multiple households involved. Ideally, holiday arrangements should be discussed and agreed months in advance, giving each parent time to arrange their holidays with the children and reducing stress.

    2. Communicate with the other parent(s)

    If you’re co-parenting with an ex-partner, keeping them informed about plans, travel details and general updates can help build trust and avoid misunderstandings. Ensure your agreement is set out in an email, especially if arrangements have been tricky in the past.

    3. Inform the children once you have agreed the plans with your co-parent

    Children look forward to holidays just as much as us. They often feel more secure when they know what to expect, how long they will be away, where they are going and when they will be coming back to spend time with the other parent. But, don’t share the plans until all the details are agreed.

    4. Look after your mental wellbeing

    It’s easy for emotions to surface during holiday planning, especially with the added dynamic of extended families.  Parents often feel pressure for everyone to have the best time on holiday but it’s rarely possible to please everyone all the time. Recognise what you need in the holidays as well as the children’s needs. If you need to reduce stress, carve out some time to go for a walk in nature, a bike ride or yoga session.

    5. Don’t be afraid to seek support

    If holiday arrangements become a source of conflict, legal advice can help clarify rights and responsibilities. Our lawyers can help you to navigate through disagreements and reach a resolution.

    6. Mediation

    If holiday plans become a source of conflict, legal advice or mediation can help.

    At Blaser Mills, Sadie Glover and Lucinda Holliday are experienced family mediators who support separating families in resolving both financial and children matters without the stress of going to court.

    Lucinda is Law Society accredited and offers child-inclusive mediation. Sadie brings over 20 years’ experience in family law, with a focus on practical, long-term solutions.

    For further information or advice please get in touch with Kate Jones, a Senior Associate, experienced in complex children law matters, on 01494 478684 or email kate.jones@blasermills.co.uk.

    Partnering with Zenplans to enhance digital estate planning

    Posted on by Britt Thompson

    At Blaser Mills, we understand the practical challenges that families and executors often encounter when administering someone’s affairs in today’s increasingly digital world. Locating key documents, gaining access to online accounts, and piecing together vital information can be a complex and emotional burden at an already difficult time.

    To help address these issues and offer a more modern solution, we are pleased to announce our partnership with Zenplans, a leading provider of digital estate vault technology. Zenplans helps our clients organise, store and share key personal and financial information with the people they trust, making sure everything is clear and accessible when it’s needed.

    A contemporary approach to estate planning

    Effective estate planning goes beyond the preparation of legal documents; it is about providing peace of mind for clients and their families. By partnering with Zenplans, our clients will now benefit from a secure, centralised platform that allows them to:

    • Safely store wills, LPAs, financial records, digital account details and personal wishes in one place
    • Grant controlled access to trusted family members and professional advisers
    • Ensure essential information is available at the right time – whether during lifetime planning or post-death administration

    By using Zenplans as part of our Private Client services, we’re making estate planning more practical and complete. It helps our clients get their affairs in order and gives peace of mind to those they leave behind.

    Jonathan Gallop, Head of Wills, Trusts and Probate commented: “We are increasingly being asked by clients about what will happen to their digital estate if they should pass away, including online bank accounts and investment platforms, cryptocurrency, and social media accounts. Zenplans provides an effective solution, and we are pleased to be able to offer this additional service to our clients.”

    Stephen Moses, Founder of Zenplans added: “When we first met the team at Blaser Mills and saw their core value – ‘Be brave, lead the way, drive change’ – we were immediately excited. Their commitment to staying ahead of the curve and encouraging fresh thinking really resonated with us. It’s exactly the kind of mindset we look for in a partner.”

    Getting started

    If you would like to learn more about how Zenplans can benefit you and your family, please get in touch with our team for further information or advice on 01494 781362 or email privateclient@blasermills.co.uk.

    Chambers HNW 2025: Continued success for Blaser Mills

    Posted on by Britt Thompson

    Blaser Mills is proud to announce its continued success in the 2025 Chambers High Net Worth (HNW) Guide, which ranks leading solicitors and firms serving high net worth individuals.

    Our Wills, Trusts and Probate team has once again secured a Band 1 ranking in Private Wealth Law.This consistent top-tier placement reflects the strength and depth of our private client offering and is supported by glowing feedback from clients and peers:

    “Blaser Mills has the breadth of knowledge to manage complex matters. The team shows outstanding knowledge of the subject matter.”

    “Blaser Mills’ team possesses technical knowledge and it is patient and understanding. It makes clients feel valued.”

    Our growing strength in Private Wealth Disputes has been recognised in the Thames Valley, with Matthew Whipp ranked for the first time as an ‘Associate to Watch’. Since the initial submission process Matthew has been Promoted to Partner at Blaser Mills. You can read more about his promotion here.

    Clients praised Matthew’s ability to handle high-stakes matters with clarity and assurance:

    “Matthew is legally exceptional and he can communicate complex areas of the law to clients in an easy manner.”

    “He handles complex and difficult cases well. He is straightforward and to the point, and on matters that present issues he is savvy and friendly.”

    In individual rankings, Jonathan Gallop, Partner and Head of Wills, Trusts and Probate, has been promoted to Band 2 in Private Wealth Law. One client shared:

    “Jonathan Gallop provides reliable and timely advice on complex matters.”

    Meanwhile, Partner Karen Woodison maintains her strong Band 3 ranking, with continued praise for her approachable and thorough style:

    “Karen Woodison is outstanding. She is helpful, approachable and takes the time to explain complex legal matters knowledgeably.”

    “We couldn’t have asked for anyone better. Karen is friendly and explains everything well. She is responsive to emails or calls and keeps us up to date.”

    To speak to our expert team about Wills, trusts and probate or Private wealth disputes, contact us on 020 3814 2020 or email enquiries@blasermills.co.uk.

    Handling termination of contracts with an insolvent customer

    Posted on by Britt Thompson

    Upon hearing that its customer that has become insolvent, it would be a natural response for a supplier to query whether it can exit its commercial relationship with that customer. The potential concern over non-payment for supplies necessarily looms large. Suppliers must tread carefully when seeking such an exit as insolvency legalisation limits their options, but there are ways to navigate the situation, with careful drafting of supply contracts.

    Sections 233, 233A and 233B of the Insolvency Act 1986 (IA 1986) prevent certain supply contracts from being terminated by the supplier simply because the customer enters an insolvency process. The intention behind these provisions is to prevent an insolvent company being cut off by a supplier, or being subjected to forced, unfavourable contract changes to keep supply flowing.

    “Insolvency” is defined broadly in the IA 1986 and includes where a customer: (a) is subject to a moratorium; (b) enters administration or liquidation; (c) has an administrative receiver or provisional liquidator appointed; (d) enters into a voluntary arrangement such as a “CVA”; or (e) is subject to a court order for a meeting relating to a compromise or arrangement.

    The restriction on termination

    Section 233A limits termination of contracts for the supply of “essential supplies”, but section 233B is far broader-ranging and protects all goods and services supply contracts already in force at the time of the customer’s insolvency, subject only to limited exceptions. The supplier’s restriction on termination is triggered if the customer enters into any of the ‘collective corporate insolvency procedures’ under the IA 1986; in effect, covering all forms of insolvency.

    This bar on terminating applies to suppliers only. A customer can still terminate a supply contract if its supplier became insolvent. Suppliers also cannot vary the contract or make payment of outstanding pre-insolvency sums a condition of continuing the supply.

    A supply clause that purports to automatically terminate the agreement, or grants a supplier the right terminate, upon the customer entering into insolvency proceedings is, in effect, inoperable. However, it is still market standard to see termination provisions that appear to grant such rights. Understanding the subtleties of these termination clauses is vital to ensuring that a clause properly protects a supplier.

    How a supplier can protect its position with drafting

    While a supplier cannot terminate for the customer insolvency itself, it can still terminate:

    • for a pre-insolvency breach of contract (which may include non-payment) provided that the termination right is exercised before the customer’s insolvency proceedings have begun; and
    • for a fresh breach that occurs after the insolvency proceedings have commenced.

    Suppliers must therefore ensure that their written contracts give them enforceable termination rights.

    1. Triggers before insolvency proceedings: A termination clause should capture pre-insolvency distress scenarios which are not limited by the legislation. The clause should allow the supplier the right to terminate (a) for customer non-payment within specified timescales; (b) if the customer commits a material breach (which might include non-payment); (c) if the customer suspends or ceases all or part of its business (or threatens the same); and (d) if the customer’s financial position deteriorates to such an extent that the supplier considers the customer may be unable to pay (but is not yet in insolvency proceedings
    2. Triggers on new grounds that arise after the insolvency proceedings have begun. For example, if the customer or its insolvency office-holder fails to make payment that arises after the insolvency began. This again demonstrates the value of a termination trigger for material breach.
    3. Terminating for convenience / on normal notice. This should be permissible after insolvency, provided that the contract grants the supplier a free option to terminate on notice, and any notice periods and other timeframes are properly observed. The supplier must continue to supply during the notice period to avoid the prohibition on suspending supply under the IA 1986.

    The above tools can help suppliers to steer a route through the difficult situation of a customer’s insolvency. Our Commercial Contracts team have a wealth of experience in drafting supply contracts and terms and conditions across a wide range of sectors and industries.

    For further information or advice please contact Becky Cooper on 01494 932614 or email becky.cooper@blasermills.co.uk.

    Don’t leave your legacy to chance: Why everyone needs a Will

    Posted on by Britt Thompson

    Many people assume that Wills are only for the wealthy or elderly, but the reality is that anyone with loved ones, children, property or savings should have one. Without a valid Will in place, your estate will be divided according to strict legal rules, and not necessarily in the way you would have chosen.

    Under the UK’s intestacy laws, unmarried partners are not entitled to inherit anything, no matter how long you’ve been together or whether you have children. Even close family members can be left out, and important decisions, such as who looks after your children, may be made without your input.

    An example that made headlines was the death of singer Liam Payne. Despite his substantial estate, he died without a Will. Because he wasn’t married, his partner received nothing, and his young son’s inheritance is now being managed under court rules until he turns 18. It’s a gentle reminder that life can be unpredictable, and without a Will, those you care about may face added complications at an already difficult time.

    By making a Will, you can:

    • Choose exactly who inherits your money, home and possessions.
    • Appoint guardians to care for your children if the worst happens.
    • Decide who will manage your estate and any trusts on your behalf.
    • Make sure the people and causes that matter to you are included.
    • Protect young or vulnerable beneficiaries by setting conditions around when and how they inherit.

    Wills also help reduce delays and minimise the risk of disputes. Without one, the people you care about may face legal costs, uncertainty, and emotional stress at an already difficult time.

    Reviewing your Will regularly is just as important. Life events such as marriage, divorce, buying a property or having children can all affect your wishes, and your Will should reflect those changes.

    Whether your affairs are simple or more complex, putting a Will in place is one of the most responsible steps you can take. It provides clarity, peace of mind, and lasting protection for the people who matter most.

    At Blaser Mills, we make the process straightforward and personal. If you’d like to talk about making or updating your Will, our Private Client team is here to help. Get in touch with Partner, Karen Woodison on 01494 781362 or email karen.woodison@blasermills.co.uk.

    Why a Health and Wealth Lasting Power of Attorney matters

    Posted on by Britt Thompson

    None of us likes to think about a time when we may not be able to make our own decisions. But planning ahead can make all the difference, for you, and for the people who care about you.

    A Health and Welfare Lasting Power of Attorney (LPA) is a legal document that allows you to appoint someone you trust to make decisions about your personal health and care, if you ever lose the ability to do so yourself. It means your wishes can still be followed, even if you’re not able to express them.

    What does a Health and Welfare LPA cover?

    Your chosen attorney or attorneys will be able to make decisions about:

    • where you live and who supports you
    • your daily routine, including food, dress and hygiene
    • medical treatment and care plans
    • life-sustaining treatment
    • end-of-life care, including your wishes around organ donation

    Unlike a Financial LPA, this type of LPA can only be used when you’re no longer able to make these decisions yourself. But by putting it in place now, you stay in control of who makes those decisions, and how.

    Why is it important?

    Without a Health and Welfare LPA, even your closest family members won’t have automatic authority to act on your behalf. In a crisis, this can delay treatment or leave loved ones feeling powerless. Social services or doctors may have to make decisions without knowing your preferences.

    An LPA removes this uncertainty and ensures your voice is still heard, through someone who knows you well.

    What should I do next?

    1. Think about your wishes
      Would you prefer to stay at home rather than move into care? Do you have strong views on certain treatments, or religious and cultural preferences you want respected? Thinking about this now gives you a clear basis for your LPA.
    2. Talk to those closest to you
      Once you’ve thought it through, have a conversation with your chosen attorney(s). These are not always easy discussions, but they make all the difference later on.
    3. Get the right legal advice
      While it’s possible to complete the paperwork yourself, many people find the forms confusing. Mistakes or unclear wording can make your LPA invalid. We recommend seeking legal advice to ensure the document is properly drafted and reflects your wishes clearly.

    For further information or advice please contact Jonathan Gallop, Partner and Head of Wills, Trusts and Probate on 01494 781362, or email  enquiries@blasermills.co.uk.

    Mediation myths: Separating fact from fiction

    Posted on by Britt Thompson

    Mediation is becoming an increasingly popular choice for families going through separation or divorce, especially for those looking to resolve matters more privately and amicably.

    Partner and Head of Family & Divorce, Sadie Glover, outlines some of the common myths, and what you should and should not expect from the mediation process.

    Myth 1: Mediation is only for couples who get along

    In reality, many couples choose mediation because communication has broken down. The mediator is trained to manage difficult conversations and help both parties find a way forward, even where there is conflict.

    Myth 2: Mediation leads to a legally binding agreement

    It’s important to understand that agreements reached in mediation are not legally binding. Your solicitor will help you review any proposals and can formalise them into a consent order, making the outcome enforceable by the court.

    Myth 3: Mediation is unsuitable when finances are complex

    High-net-worth families often have complex assets, such as property, businesses and trusts. A good mediator will work alongside your solicitor and other advisers to help make sure everything is properly shared and understood.

    Myth 4: Mediation will make me compromise too much

    A good mediator will not pressure you into agreeing to something you’re uncomfortable with. The process is designed to give both parties a voice and promote fair outcomes. You remain in control and can take legal advice at any stage.

    Myth 5: Mediation is just a ‘tick box’ before going to court

    While mediation is a required first step before applying to court (unless exemptions apply), many families find it genuinely effective, saving time, cost, and stress, and allowing them to retain more control over their future arrangements.

    Mediation can offer real advantages, particularly for clients who value privacy, discretion and flexibility. With the right legal support alongside, it can help resolve issues in a way that feels fair and dignified for everyone involved.

    To discuss whether mediation is right for you, please contact Sadie Glover, Partner and Head of Family & Divorce on 01494 411189, or email enquiries@blasermills.co.uk.

    Blaser Mills delves into its history

    Posted on by Britt Thompson

    Blaser Mills recently welcomed Anthony Blaser, who brought with him memorabilia and historical documents relating to his uncle and the firm’s founder Bernard Blaser.

    With roots tracing back to 1888, Bernard Blaser took over ownership of the firm in 1934 before which he served in the armed forces with Second Battalion ‘London Scottish’.

    Anthony brought with him a fascinating collection of family possessions, including medals, a solicitor qualification certificate, and presentation items from the jubilees of King George VI and Queen Elizabeth II. These items also offered a rare insight into the firm’s historic connection with Buckingham Palace, for whom Blaser Mills once acted as trusted legal advisers.

    Bernards contributions were pivotal in shaping the firm’s future, guiding its transformation into Blaser Mills and Evill. Today, our firm continues to live by Bernard’s values, putting people at the heart of everything we do.

    About Blaser Mills

    Blaser Mills is a full-service law firm, offering a comprehensive range of legal services to businesses and private individuals. Having been established for over 130 years, we have retained a strong, local presence in Buckinghamshire and the surrounds, servicing clients from our Amersham, High Wycombe and Marlow offices.

    For more information, visit www.blasermills.co.uk.

    Navigating the New Employment Rights Bill: What companies need to know

    Posted on by Britt Thompson

    The Government’s recently published Implementation Roadmap for the Employment Rights Bill marks a significant transformation in employment law, affecting millions of workers and businesses across England. The roadmap details a phased introduction of new rights and obligations, giving employers time to adapt while aiming to improve working conditions, raise living standards, and provide greater certainty for business planning.

    Key changes and timetable

    The roadmap sets out a clear timeline for the introduction of new measures:

    • Two months after Royal Assent: Immediate changes include repealing most of the Trade Union Act 2016, simplifying industrial action notices, and strengthening protections against dismissal for those taking industrial action.
    • April 2026: Major reforms such as doubling the protective award in collective redundancies, granting ‘day one’ rights to paternity and parental leave, removing the lower earnings limit and waiting period for Statutory Sick Pay, and establishing the Fair Work Agency will come into effect.
    • October 2026: Further measures include restrictions on ‘fire and rehire’ practices, enhanced protection against third-party harassment, and strengthened trade union access rights.
    • 2027: The most anticipated changes; ‘day one’ protection against unfair dismissal and new rights for workers on zero hours contracts will be implemented, alongside requirements for gender pay gap action plans.

    The Government has committed to ongoing consultation with employers and stakeholders to ensure that the reforms are both practical and effective.

    How we can assist

    Our expertise can support companies in several key areas:

    • Legal compliance: We can audit current HR policies, contracts, and procedures to ensure they align with the new legal requirements as each phase of the Bill is implemented.
    • Risk management: By advising on potential legal risks, such as those arising from changes to redundancy processes, sick pay, or unfair dismissal we can help companies avoid costly disputes and tribunal claims.
    • Policy development: We can draft or update internal policies relating to parental leave, whistleblowing, anti-harassment, and flexible working, ensuring that documentation is robust and compliant.
    • Training and communication: We can deliver training to HR teams and management on the practical implications of the new laws, helping staff understand their responsibilities and reducing the risk of inadvertent breaches.
    • Dispute resolution: Should disputes arise under the new regime, we are equipped to advise on resolution strategies, represent companies in negotiations, or defend claims at employment tribunals.

    Preparing for change

    With the Employment Rights Bill representing the most significant upgrade to workers’ rights in a generation, early engagement with employment solicitors is vital. By seeking legal advice now, companies can:

    • Proactively identify areas of risk and non-compliance;
    • Implement changes in a timely, structured manner; and
    • Ensure their business remains competitive and attractive to both current and prospective employees.

    The phased approach of the roadmap gives businesses time to adapt, but the complexity and breadth of the reforms mean that expert legal guidance will be essential for a smooth transition.

    If you would like access to advice or need further guidance, please contact the Employment Team at Blaser Mills Law on 02038 142020 or email enquiries@blasermills.co.uk.

    How 2025 reforms will affect the real estate sector

    Posted on by Britt Thompson

    Two key regulatory frameworks, set to shape the UK’s housing landscape, will come into force in 2025. The Future Homes Standard (FHS) and the New Homes Quality Code (NHQC) aim to address two concerns within the industry: the environmental impact of new homes and the quality of the housebuilding process.

    Though aimed at residential developments, these changes will affect the entire real estate market. This article outlines what they involve and how professionals can prepare.

    The Future Homes Standard

    What is the Future Homes Standard?

    The Future Homes Standard, from the Department for Levelling Up, Housing and Communities, sets mandatory energy and carbon targets for new homes in England from 2025. Building on the 2021 interim uplift, it aims to make all new homes ‘net zero ready’, avoiding future retrofitting to meet the UK’s 2050 net zero target.

    What will change on the ground?

    New homes, extensions and renovations must:

    • Produce 75-80% lower carbon emissions, than homes built to standard in 2013.
    • Be built without fossil fuel heating systems – which would mean no gas boilers or connections.
    • Rely on low-carbon heating systems e.g. air or ground source heat pumps
    • Incorporate ‘fabric first’ principles by using materials with high levels of insulation and efficient glazing to reduce the demand for heating.
    • Integrate smart and renewable energy systems such as smart meters and solar panels.

    Who is affected by the reform?

    • Housing developers and builders will need to re-design existing building specifications and new systems may need to be adopted.
    • Local authorities will need to consider and assess any planning applications against the new standards.
    • Lenders may place increased emphasis on compliance with the reform as part of their due diligence and lending decisions could be influenced for non-compliant developments and face valuation risks.
    • Strategic landowners must assess futureutility and infrastructure capabilities of the land, such as whether sufficient electrical grid capacity is available and the feasibility of a zero-carbon development when appraising land and considering future planning. Land values may be influenced by the viability of meeting the requirements such as in rural areas where grid connections may be costly or slow.

    The New Homes Quality Code

    What is the New Homes Quality Code?

    The New Homes Quality Code, launched by the New Homes Quality Board, sets out how new-build homebuyers should be treated throughout the purchase process and after completion. Introduced in response to concerns over defects, poor accountability and inconsistent service, the Code creates an enforceable framework backed by the New Homes Ombudsman Service.

    Developers must comply from 2025. By addressing gaps in the current conveyancing process, the Code aims to ease what is often one of life’s most stressful experiences.

    Key requirements of the Code

    • Transparent and consistent pre-purchase information (specifications of the property, timescales and charges involved).  
    • A clear complaint and redress process with specified timelines for resolution.
    • A formal handover process, including the provision of documentation, support for snagging surveys and guidance for residents.
    • A two-year care period post completion, during which developers are obligated to resolve issues.
    • Independent recourse via the NHOS for unresolved complaint or systematic failings.

    Who must comply with the Code?

    All housing developers who are registered with the NHQB (which is expected to become an industry wide standard by the end of 2025), Local Authority Schemes and Investors involved in housing delivery.

    What does this mean for the wider sector?

    Whilst the code is not applicable for the Build to Rent sector, commercial to residential conversions or affordable housing providers, the principles of accountability, transparency and quality assurance are gaining attention within the housing market.

    Developers should prepare for the NHQC to become a benchmark for industry standard, even if not formally required by law. Masterplans will need to demonstrate not only compliance with these standards but also how homes will be supported by appropriate infrastructure.

    A way forward

    The Future Homes Standard and New Homes Quality Code comes into force at a time the UK property market is under pressure to decarbonise, raise construction standards and rebuild public trust.

    Rather than viewing the frameworks as regulatory burdens, the real estate industry is encouraged to see them as opportunities for innovation, risk mitigation and sustainers for long term value.

    It is thought that success will depend on early engagement in design and energy strategies, collaboration between developers, planners, and landowners, and robust governance that ensures transparency in both environmental performance and customer service.

    For developers, investors, and landowners, understanding the requirements from the outset will be essential to staying competitive in a market that is increasingly driven by performance-based results and to those who invest in futureproofing now will be better positioned to deliver projects that are resilient, financeable, and aligned with evolving policy.

    To discuss how the reforms may impact your projects – or to explore how best to future-proof your developments, please get in touch with our Real Estate team on 02038 142020 or email enquiries@blasermills.co.uk. Alternatively, fill in our contact form.

    Windrush day

    Posted on by Britt Thompson

    Since 2018, Windrush Day has been celebrated on 22 June every year to commemorate the arrival of the Windrush Generation and to acknowledge their contributions to help rebuild the UK.

    To properly understand Windrush Day, it is imperative to appreciate who is the Windrush Generation, why they came to Britain and to understand the Windrush Scandal which unravelled in much more recent years.

    Who were the Windrush Generation and why they came to the UK

    The Windrush Generation were people in Caribbean countries (including Jamaica, Trinidad, St Lucia, Grenada and Barbados) who immigrated to the UK following World War II to help rebuild Britain.  The British Nationality Act 1948 allowed people from the Commonwealth countries to have the right to live and work in the UK. The first individuals to immigrate to the UK arrived on 22 June 1948 on the HMT Empire Windrush which gave rise to the term, “Windrush Generation”. The Windrush Generation are those who travelled to the UK between 1948 until 1971.

    Many people immigrated to the UK to help rebuild Britain following the war as job opportunities in their countries of origin were scarce. Whilst the Windrush Generation fulfilled various jobs, they typically became manual workers, drivers, cleaners and nurses in the NHS (which was newly established at the time).

    In 1971, the Immigration Act was passed which gave Commonwealth citizens living in the UK indefinite leave to remain.

    What was the Windrush Scandal?

    The Windrush scandal, which came to light in the late 2010s, involved the wrongful detention, denial of legal rights, and threat of deportation faced by many members of the Windrush Generation.

    Hostile Environment Policy: Introduced in the 2010s by the UK government, this policy aimed to reduce illegal immigration by making life in the UK difficult for those without proper documentation. Measures included stringent checks on employment, healthcare, and housing status.

    Documentation Issues: Many Windrush immigrants had arrived as children on their parents’ passports and did not retain their own documents. Over the years, some had not applied for formal documentation, relying on their legal status being implicitly recognised.

    Impact on Individuals: The lack of documentation led to individuals being wrongly detained, denied access to healthcare, employment, housing and social benefits. A review of historical cases also found that at least 83 people who had arrived before 1973 had been wrongly deported.

    Compensation and Apologies: The UK government issued formal apologies and established a compensation scheme for those affected. However, the process has been criticised for being slow and inadequate. The scandal highlighted the harsh impacts of immigration policies on lawful residents and brought to light the broader issues of institutional racism and administrative failures within the UK’s immigration system.

    Windrush Day is celebrated all over the UK with community events, including festivals, parades and concerts. The Windrush Generation have had an undeniable impact in making the UK what it is today, and it is only right that their contributions are acknowledge and celebrated.

    For the avid readers out there, we would recommend reading the novel, “Windrush Child” by Benjamin Zephaniah. As the title suggests, Benjamin Zephaniah depicts the story of a young child of the Windrush Generation. 

    Tips on how to handle your first summer holiday as separated parents

    Posted on by Britt Thompson

    The first summer holiday after a separation can feel daunting. For many newly separated parents, the thought of managing childcare, travel, and time off work, all while navigating a new co-parenting dynamic, can be overwhelming.

    With some early planning and clear arrangements, the summer holidays can run more smoothly for everyone involved.

    Plan ahead

    Try to agree on the summer schedule with your co-parent as far in advance as possible. Consider travel dates, video calls with the co-parent, and handover arrangements. The earlier you agree, the more settled you and your children will feel.

    Put the children first

    The family courts in England and Wales are guided by what’s in the best interests of the child, and that should be your guiding principle too. Children thrive with consistency and time with both parents, so try to approach discussions with fairness and flexibility.

    Confirm arrangements in writing

    Whether it’s a quick email or a message, putting holiday plans in writing helps prevent misunderstandings. If you have a Child Arrangements Order in place, make sure the plans align with the order, and don’t make changes without written agreement.

    If your co-parent has parental responsibility, you must have their written permission to take your child abroad unless you have a court order stipulating those arrangements, or the child lives with you under a ‘live with’ order. Include travel dates, destination, and contact details in your request and make sure to carry that permission with you when you travel.

    Keep communication child-focused

    It’s not always easy but try to keep conversations calm and centred on the children. If direct communication is difficult, parenting apps such as Our Family Wizard can help coordinate plans more neutrally. Never use your children as messengers.

    Consider mediation if needed

    If you can’t agree on arrangements, mediation can offer a constructive space to find solutions together. It’s usually quicker, less costly, and less stressful than court.

    Look after yourself too

    This is a period of adjustment. Be kind to yourself and seek support where needed, whether from friends, family, or professionals.

    Need support this summer?

    Our experienced family team helps separated parents reach clear, child-focused solutions. Whether you need advice on holiday arrangements, court orders, or international travel, we can help to guide you.

    To speak to Kate Jones, Senior Associate, call 01494 478684 or email kate.jones@blasermills.co.uk.

    Are you really a first time buyer?

    Posted on by Britt Thompson

    Before claiming First-Time Buyer Stamp Duty Land Tax (SDLT) relief, it’s important to be certain that you meet HMRC’s definition of a first-time buyer.

    A first-time buyer is someone who has never owned a major interest in a residential property in the UK or anywhere else in the world, and who intends to live in the property as their main residence.

    If you are buying with someone else, every buyer must meet these conditions. You will not qualify for relief if:

    • You’re married and your spouse has previously owned property, this applies even if you personally haven’t owned any property. HMRC treats married couples as one unit for SDLT purposes.
    • You’ve previously been gifted or inherited a property, whether or not you lived in it.
    • You currently own or have ever owned a residential property overseas.

    What’s changing?

    From 1 April 2025, the following thresholds will apply:

    • No SDLT is payable on the first £300,000 of the purchase price.
    • First-time buyer relief applies only to properties up to £500,000.
    • If the purchase price exceeds £500,000, no relief is available – SDLT will be calculated at the standard residential rates.

    Buying an additional property?

    Please note: First-time buyer relief is not available for commercial or mixed-use properties (for example, a shop with a flat above it).

    If you already own (or part-own) another residential property in the UK or abroad, you may be liable for the Additional Property Surcharge, even if the property you’re buying will be your main home.

    This surcharge applies when:

    • The new property is worth more than £40,000;
    • You have not sold or gifted your previous main residence;
    • You are married or in a civil partnership and your spouse/partner owns another property;
    • You are buying with someone else who owns another property;
    • The purchase is being made through a trust.

    Exemptions from the surcharge may apply, for example:

    • If you are replacing your main residence and have already sold or gifted your previous home;

    If the property is:

    • Worth less than £40,000;
    • Non-residential or mixed-use;
    • A caravan, houseboat or mobile home;
    • A leasehold of 7 years or less, or where someone else holds the lease and it has more than 21 years left.

    Non-UK residents

    If you are not a UK resident at the time of your purchase, an additional 2% surcharge may apply, regardless of whether you are a first-time buyer or not.

    As conveyancers, we rely on the information you provide when calculating Stamp Duty. Ultimately, the responsibility for confirming your tax position lies with you. We strongly recommend that you seek advice from a qualified tax specialist before completion to ensure you pay the correct amount.

    For further details, visit:

    For any further information or guidance, please contact Helen Rodwell, Associate in the Residential Property team on 01494 478627 or email helen.rodwell@blasermills.co.uk.

    Regaining possession of your property: No-Fault Eviction and how the law is changing

    Posted on by Britt Thompson

    With the ever-changing requirements imposed on landlords and the imminent enactment of the Renters’ Rights Bill, this article aims to provide a brief overview of the law in relation to ‘no-fault’ evictions and how the forthcoming change in legislation will affect the process where a landlord seeks to regain possession of a rented property.

    What is a ‘No-Fault’ Eviction?

    Evictions under Section 21 of The Housing Act 1998, or ‘no-fault’ evictions as they are commonly known, is a process whereby a landlord can require their tenant to vacate their rented property without having to give any reasons. As such, these notices can be served at the landlord’s discretion, however, whether a valid Section 21 notice can be served is contingent on the terms of the tenancy and on the landlord satisfying certain regulatory requirements.

    Ensuring your Section 21 notice is valid

    Section 21 notices generally cannot be served within the first four months of a fixed term. They can be served after this but the expiry date (i.e. the eviction date) must either be after the fixed term ends or in compliance with the notice period set out in the tenancy’s break clause. Where a tenancy either began as a periodic tenancy or becomes one on expiry of a fixed term, a Section 21 can be served at any time. The notice period must be no less than two months and may need to be more depending on the terms of the tenancy.

    Since the Deregulation Act 2015 came into effect, the validity of a Section 21 notice, for tenancies commencing on or after 1 October 2015, ultimately depends on whether you have provided your tenant with the necessary regulatory information prior to serving notice. A landlord must:

    • Ensure a valid Gas Safe Certificate has been provided both at the start of the tenancy and at the time of serving the notice.
    • Provide an Energy Performance Certificate (EPC). This must be valid at the time it is given to the tenant.
    • Provide the most up-to-date version of the Government’s ‘How to Rent Guide.’
    • If a security deposit is paid, this must be protected in a recognised deposit protection scheme within 30 days of receipt. Additionally, certain ‘Prescribed Information’ in relation to the scheme must also be provided to the tenant within those 30 days.

    As you will see from the above, the regulatory requirements imposed on landlords can be burdensome and the eventual abolition of ‘no-fault’ evictions only serves to increase the difficulty facing landlords who are looking to regain possession of a tenanted property.

    When is the law changing and what does this mean?

    It is anticipated that the Renters’ Rights Bill will be enacted either in late 2025 or early 2026, meaning that at the time of writing, there is still time to use the Section 21 process in order to gain possession of a tenanted property. However, once this comes into effect, landlords will need to rely on specific grounds under Section 8 of the Housing Act 1988 to regain possession of their property. Whilst new grounds for possession are being implemented by the Renters’ Rights Bill, the abolition of ‘no-fault’ evictions signifies another significant shift in housing law, increasing protection for tenants, and making it more difficult for landlords to regain possession. 

    How we can help

    Ascertaining whether you have truly complied with the regulatory requirements to ensure you can use the Section 21 route can be complex and is not always clear cut. Therefore, it is important to seek legal advice before even serving a Section 21 notice, because often, some of the factors that make a notice invalidated can be rectified prior to serving the notice itself. This is especially important if you anticipate you may need to initiate court proceedings where your tenant is refusing to vacate on expiry of an eviction notice.

    Our Property Litigation team has considerable experience in this area of law and can provide you with an assessment of your tenancy and recommend the best course of action to regain possession of your property. If you require assistance, please call the team on 020 3814 2020 or send an email to litigation@blasermills.co.uk.

    Protecting your business interests

    Posted on by Britt Thompson

    For employers, the departure of an employee can sometimes lead to challenges especially if the former employee solicits or attempts to solicit the company’s clients, work opportunities, or even current employees. These actions can significantly impact a business’s goodwill, profitability, and workforce stability.

    Solicitation after employment ends

    When a former employee approaches your clients to divert business or tries to poach your staff, it may constitute a breach of contractual or common law obligations. This conduct is often described as “solicitation” and may violate:

    • Restrictive covenants in the employee’s contract, such as non-solicitation or non-compete clauses;
    • The duty of confidentiality and fiduciary duties owed during and sometimes after employment; and
    • Common law principles against unfair competition and inducing breach of contract.

    However, enforcing these rights can be complex, requiring a careful balance between protecting the business and respecting an individual’s right to work.

    How we can assist

    1. Reviewing Employment Contracts and Restrictive Covenants

    If you are in a situation as described above, we can assist you in examining the former employee’s contract to identify any restrictive covenants, such as clauses that prohibit soliciting clients or employees after leaving. We can assess:

    • The scope of clients, work, or employees covered;
    • The geographic and time restrictions applied; and
    • Whether the clauses are reasonable, valid, and enforceable under English law.

    This initial review helps establish the strength of your legal position.

    2. Gathering and Assessing Evidence

    Effective legal action requires solid evidence, and we can advise on:

    • Collecting evidence of solicitation;
    • Assessing the loss and potential damage; and
    • Preserving evidence for potential court or tribunal proceedings.

    3. Advising on Legal Remedies and Strategies

    Depending on the situation, we will recommend the appropriate approach which may include:

    • Negotiation or mediation to resolve the dispute amicably, which can save time and cost;
    • Sending a cease-and-desist letter (a formal legal warning) to deter further solicitation;
    • Initiating court proceedings to seek injunctions preventing ongoing solicitation; and
    • Claiming damages for losses caused by the breach.

    Prompt action

    Delays in addressing solicitation by former employees can exacerbate business losses and weaken legal claims. Early intervention helps:

    • Minimise damage to client relationships and employee morale;
    • Preserve crucial evidence before it disappears; and
    • Demonstrate to the courts and tribunals that the employer is serious about protecting its interests.

    When a former employee solicits clients, work, or employees, navigating the legal complexities requires specialist knowledge. We can provide essential support by reviewing contracts, gathering evidence, advising on strategies, and enforcing your rights in court if necessary.

    If you would like help protecting your business, speak to our team on 0203 814 2020 or email noel.deans@blasermills.co.uk.

    Protecting what’s yours: The Supreme Court reviews Standish

    Posted on by Britt Thompson

    For high-net-worth individuals, one of the most pressing questions in a divorce is ‘what part of my wealth is mine to keep?’. This is the central issue in the case of Standish v Standish, currently awaiting a decision from the UK Supreme Court.

    At the heart of the matter is how the courts treat non-matrimonial property, wealth brought into the marriage or acquired independently, such as inherited family money, pre-marital business interests, or trusts. The question is ‘when, if ever, does this become subject to sharing?’

    The Standish background

    The husband in Standish had brought considerable wealth into the marriage. This included interests in a longstanding family business, which had grown significantly during the marriage. The wife argued that, because of the marriage’s duration and the way their lives had become financially entwined, this non-matrimonial wealth should be shared.

    The Court of Appeal found largely in the husband’s favour. They held that non-matrimonial property doesn’t automatically become subject to the sharing principle,a legal concept that says matrimonial assets should usually be divided equally, just because a marriage is long or the couple has a shared lifestyle.

    The wife has now appealed to the Supreme Court.

    Why this matters

    The Standish case could redefine how wealth protection is approached in English divorce law, particularly for business owners, entrepreneurs, or anyone with inherited or pre-marital assets.

    Right now, the law distinguishes between:

    • Matrimonial property: Typically built up during the marriage and usually shared equally.
    • Non-matrimonial property: Brought into the marriage or received independently, and not always shared.

    The question the Supreme Court must now address is ‘how and when does non-matrimonial property lose its protected status?’.  Is mere passage of time enough? Or must there be some clear act of integration, such as using the wealth for family homes, joint investments, or lifestyle?

    What you should know

    While we await the final judgment, the Standish appeal is a reminder that ring-fencing wealth in divorce is possible, but not automatic.

    If you have pre-marital or inherited wealth:

    • Keep clear records of the source and use of your assets.
    • Take legal advice early, especially if you’re contemplating marriage or going through divorce.
    • Consider tools like pre or post nuptial agreements.

    Whether you are going through a divorce or getting married and have significant personal or family wealth, seeking advice early on can make all the difference. Please contact Naim Qureshi, Senior Associate in our Family and Divorce team for a confidential conversation about how we can help protect what matters to you. Call 01494 781356 or email naim.qureshi@blasermills.co.uk.

    Buying a property in 2025? Here’s how stamp duty has changed

    Posted on by Britt Thompson

    As of 1st April 2025, the Government increased Stamp Duty Land Tax thresholds which will impact those purchasing properties and land in England.

    What is Stamp Duty Land Tax?

    Stamp Duty Land Tax (SDLT) is a tax payable to HMRC when purchasing a property or land in England or Northern Ireland. The amount of SDLT payable is dependant upon the purchase price of the property and the buyer’s circumstances. For example, is the buyer a first-time buyer, purchasing an additional residence or a non-UK resident.

    Property valueStamp Duty Land Tax %
    Up to £125,0000%
    £125,001 to £250,0002%
    £250,001 to £925,0005%
    £925,001 to £1.5 million10%
    Above £1.5 million12%

    First-time buyers

    he SDLT changes are likely to impact first-time buyers the most. The nil-rate threshold for first-time buyers has decreased from £425,000 to £300,000, and the cap on qualifying properties has been lowered to £500,000. SDLT will be payable at 5% on the portion from £300,001 to £500,000.

    If the property is over £500,000 then no relief is allowed and the SDLT will be the same as those who have bought a property before.

    Additional property purchases

    Buyers purchasing additional properties will continue to pay a 3% surcharge on top of the
    standard SDLT rates.

    Rates for non-UK residents

    If you are a non-UK resident and wish to purchase a property in England or Northern Ireland, you will be liable to pay an additional 2% surcharge on top of the standard SDLT rates. Purchasing a property is known to be one of the most stressful times in a person’s life. Understanding the new stamp duty thresholds, will ensure you do not encounter any financial surprises as the transaction progresses.

    At Blaser Mills, we provide our clients with guidance and support to ensure your property transaction is as stress-free as possible.

    For any further information or guidance, please contact Shannon Terry, Senior Associate in the Residential Property team on 01494 781368 or email shannon.terry@blasermills.co.uk.

    What is an Employee Ownership Trust?

    Posted on by Britt Thompson

    An Employee Ownership Trust (EOT) is an excellent option for business owners looking to sell or transfer ownership to their employees, and lawyers play a crucial role in making this process smooth and legally compliant. Below is an overview of what an EOT is, how it benefits businesses, and how a we can help businesses implement this structure.

    What is an EOT?

    An EOT is a legal structure where a company’s shares are held in trust for the benefit of its employees. Instead of selling the business to external buyers or investors, the owners (often business founders or retiring partners) sell their shares to the trust (usually a trustee company, set up for the purposes of the EOT), which is then managed for the benefit of the company’s employees.

    The key aspects of an EOT are:

    • The trust (i.e. the trustee company) holds the shares of the business on trust for the benefit of all the employees.
    • Employees become beneficiaries of the trust, meaning they have a stake in the business and share in its success, usually through profit-sharing or bonuses.
    • Management of the business may remain with the existing leadership team, but the trustees represent the employees’ interests.

    Benefits of an EOT for Businesses:

    1. Succession planning: EOTs are a great way for business owners to exit or retire while ensuring the continuity of the business and preserving its culture.
    2. Employee engagement: Employees are motivated to work harder and innovate, knowing they have a stake in the company’s success. (The John Lewis model)
    3. Tax advantages: In many jurisdictions (like the UK), there are tax incentives for both the selling owners and the employee-beneficiaries. For example:
      • The selling business owners can benefit from Capital Gains Tax (CGT) relief on the sale of their shares to the EOT.
      • Employee-beneficiaries may receive tax-free bonuses, depending on the structure of the EOT.
    4. Firm stability: The company’s ownership remains internal, reducing the risk of it being sold to external investors or large corporations, which can lead to cultural or operational changes.
    5. Improved retention: By giving employees a stake in the business, they’re more likely to stay longer and contribute positively to the business.

    How we can help setup an EOT:

    We have helped a number of clients setup their EOT structures. Our support included:

    • Advising on feasibility and structure – initial assessment and customisation of the structure – working closely with client’s accountants
    • Setting up an EOT and preparing the trust deed
    • Preparing relevant documents to effect the sale of the shares in the business to a trustee company
    • Ongoing legal support – for trustees and business owners

    In summary:

    EOTs are an effective way for businesses to manage succession, reward employees, and maintain long-term stability.

    If you are considering establishing an EOT, it’s essential to partner with experienced legal professionals who specialise in EOT structures to ensure the process is executed properly and provides the intended benefits to both the business owners and employees.

    Get in touch with Colin Smith or Oksana Howard on 020 3814 2020 or email enquiries@blasermills.co.uk. Alternatively, fill in our contact form.

    Blaser Mills announces the promotion of Matthew Whipp to Partner

    Posted on by Britt Thompson

    Blaser Mills is delighted to announce the promotion of Matthew Whipp to Partner.

    Since joining the firm in 2023, Matt has demonstrated exceptional ambition, drive, and expertise, making a significant impact on the firm and its clients. Having previously worked at City of London and regional law firms, he quickly established himself as a key figure in the litigation team and has proven to be an invaluable asset to the firm’s Partnership.

    A highly skilled litigator with eight years of experience, Matt specialises in contentious private client matters, including wealth management, estates, and trusts disputes. His depth of knowledge and pragmatic, commercially minded approach make him a trusted advisor to a wide range of clients, from large PLCs and SMEs to high-net-worth individuals.

    Jonathan Lilley, commented: “From the outset, Matt showed a steady and calm approach, tackling challenges with a cheerful and ‘can-do’ attitude. He has been a joy to work alongside, bringing energy, professionalism, and a warm personality to the team. His promotion is thoroughly well deserved.”

    Matt added: “I am absolutely delighted and grateful to have been appointed a partner of Blaser Mills Law. I could not have achieved this milestone without the support of a fantastic team and in particular the guidance of Jon Lilley”.

    Matt’s dedication to achieving the best outcomes for clients, combined with his strategic insight, has positioned him as a leading senior lawyer in his field. We look forward to his continued success as a Partner at Blaser Mills.

    Cashflow is king

    Posted on by Britt Thompson

    Managing cash flow effectively is essential for small businesses looking to stay afloat, grow, and remain profitable. Deborah Liffchak, Legal Executive in our Commercial Recoveries team, shares practical ways to encourage prompt payments and reduce financial strain.

    With a six-year limit to recover debts, receiving prompt payment with minimal delays is essential. So, if you’re a small business owner, where should you focus your efforts?

    Do your homework

    Before starting any work, make sure you understand your audience and conduct due diligence, such as credit checks, to ensure prospective customers are financially sound. This helps identify potential defaulters early and establish firm payment terms.

    Make terms and conditions clear

    It’s crucial to have a robust payment and credit control policy within your terms and conditions. This helps ensure transparency about consequences for payment defaults.

    From the outset, you should inform prospective customers of payment terms and late payment consequences, including relevant clauses in their terms and conditions, such as:

    1. A higher interest rate should be charged from the due date to the payment date if the invoice
      remains unpaid, and may be set at a specified rate above the Bank of England base rate; and
    2. If the customer is a company, the business is entitled to charge a late payment fee of £40 to £100
      per invoice, depending on the debt size, under the Late Payment of Commercial Debts Regulations
      2013.

    These types of clauses are often used in contracts to make it easier to pursue payment for goods and services, to encourage businesses to pay on time, as well as compensating you for the cost of late payment.

    Communicate – and offer payment options

    If an invoice remains unpaid, you should contact the customer to remind them of payment terms and resolve any issues. Their response can help identify reasons for payment delays, such as rising costs or fuel shortages.

    Calling customers can usually resolve outstanding accounts, as they often simply want to be heard. This is also an opportunity to offer alternative payment options or incentives, like payment plans or lump sum settlements, to encourage payment.

    If, at the end of this process, your invoices remain unpaid, you should consider involving a law firm to promptly initiate debt collection through letters before action and, if needed, pursue court action to recover the outstanding amounts.

    For any further information or advice contact Deborah Liffchak on 01494 932619 or email deborah.liffchak@blasermills.co.uk.

    The impacts on corporate accountability and supply chain ethics.

    Posted on by Britt Thompson

    The UK Court of Appeal’s ruling in Kumar Limbu & Others v Dyson Technology Limited & Others [2024] EWCA Civ 1564 focused on the ongoing debate about corporate responsibility for supply chain practices. The case involved allegations of forced labour and abuse in Dyson’s Malaysian supply chain, with workers claiming Dyson, as a UK-based company, should be held accountable for the conditions in its suppliers’ factories.

    Key takeaways from the case

    It was first decided by the High Court that Malaysia was the correct forum for the case. However, the Court of Appeal overturned the High Court’s decision, ruling that it should be heard under England’s jurisdiction. The court cited several reasons for this, including Dyson UK’s role in setting supply chain policies and concerns about access to justice in Malaysia for the claimants. This ruling reflects a broader trend of legal actions that hold companies accountable for human rights violations within their global supply chains. The trial is now due to be heard in the UK, no date has been set yet.

    Broader implications for businesses

    The Limbu ruling marks a significant shift in how courts view the responsibility of parent companies for supply chain abuses. This case has important consequences for businesses:

    1. Legal risk management: The decision emphasises that companies with ties to the UK may face legal challenges in UK courts, even for activities that occur abroad. Businesses need to prepare for such challenges by managing supply chain risks effectively.
    1. Due diligence and oversight: Companies must guarantee thorough due diligence to maintain ethical standards in their supply chains. Failure to do so could lead to legal risks and damage to reputation.
    1. Supply chain transparency: With growing pressure from consumers, investors, and regulators, companies are expected to be transparent about the conditions under which their products are made. Ignoring this can lead to public and legal backlash.
    1. Access to justice: The Court of Appeal’s focus on access to justice for claimants highlights the need for companies to ensure that their supply chains do not hinder workers’ ability to seek legal recourse, especially when pursuing claims in foreign jurisdictions.

    Broader impact on corporate governance

    The Limbu decision is a considerable step in a broader push to hold multinational corporations accountable for human rights abuses within their supply chains. As similar cases continue to surface, companies will be increasingly compelled to take initiative-taking measures to align with both national and international standards concerning labour rights and environmental sustainability.

    This case serves as a stark reminder to corporations that they can no longer ignore the ethical and legal consequences of their global operations. With growing scrutiny on corporate behaviour, businesses must be ready to confront the social and legal ramifications of their supply chain activities. Failing to do so could result in costly legal battles and severe reputational harm.

    Is your business prepared for the legal risks of supply chain practices? Contact Marija Sukyte on 01494 788990 or marija.sukyte@blasermills.co.uk to discuss.

    Living together vs living together married: What’s the difference?

    Posted on by Britt Thompson

    As wedding season approaches, many couples are considering their next steps. Whether planning a wedding or living together, it’s crucial to understand the legal differences between marriage and cohabitation.

    Cohabitation

    Cohabitation, or living together without marriage, is becoming more common, allowing couples to share a life without the formal commitment of marriage. However, it offers fewer legal protections.

    In the UK, there is no ‘common law marriage’, meaning living together doesn’t grant the same rights as marriage. If a cohabiting couple separates, neither party automatically has rights to property or assets unless specified in an agreement, such as a cohabitation contract. Disputes over property can be complicated and may require legal help.

    Cohabiting couples also lack automatic inheritance rights. If one partner dies without a Will, the other may not inherit anything, unlike married couples who automatically inherit each other’s estates.

    Marriage

    Marriage, on the other hand, offers a higher level of legal protection and clarity, especially when it comes to separation or divorce. Married couples in the UK are granted a range of legal rights that cohabiting couples do not have, including shared ownership of property, pension rights, and access to joint benefits.

    When a married couple separates, both parties have the right to seek a fair division of assets and property. In the case of divorce, the courts consider the contributions of both parties, including financial and non-financial contributions (such as child care) to ensure a just distribution of assets. Spousal maintenance may also be awarded, particularly if one spouse has been financially dependent on the other.

    Marriage also provides protection if one partner becomes ill or passes away. Married couples automatically inherit each other’s property (in the absence of a will), and spouses can make medical decisions for one another if one is unable to do so. These rights do not automatically apply to couples who are just living together.

    What’s best for you?

    The decision of whether to live together unmarried or to marry ultimately depends on your personal circumstances and preferences. For some couples, the idea of marriage offers peace of mind and legal security, especially if children are involved or if there are significant shared assets. For others, living together without marriage feels more suitable, especially if both parties are financially independent and prefer a more flexible arrangement.

    However, it’s crucial for couples living together to be aware of the limitations of cohabitation and consider putting agreements in place to protect their interests. For example, a cohabitation agreement and/or declaration of trust can clarify property ownership, finances, and other arrangements in case of separation, ensuring both parties are on the same page.

    For married couples, a post-nuptial agreement or a pre nuptial agreement for couples contemplating marriage can also be an option to address similar concerns, offering clarity on financial matters and asset division if the relationship faces difficulties.

    Contact us

    If you’re uncertain about your options, it may be worth exploring a cohabitation agreement, pre-nup, or post-nup to help protect your future together. Get in touch with Maryam today on 01494 781359 or email maryam.abbasi@blasermills.co.uk.

    New family friendly leave – Neonatal care leave and pay

    Posted on by Britt Thompson

    From 6 April 2025, parents will have the right to up to 12 weeks’ leave and pay if their baby requires neonatal care. This is designed to assist parents whose babies are receiving medical care, without using up the parents’ entitlement to maternity, paternity or shared parental leave. This is especially important for fathers and partners who may have previously exhausted their right to leave where their baby is required to receive neonatal care for a prolonged period.

    Whilst the aim is to improve employee well-being and reduce sickness absence and poor performance related to the trauma of having a child in neonatal care this type of leave attempts to fit around the family friendly rights already in existence (e.g. maternity/paternity/adoption leave) and certain aspects of this new leave may cause some confusion.

    We outline the details of this new type of family friendly leave, commonly referred to as ‘NCL’, below.

    What is neonatal care?

    For the purposes of the legislation, neonatal care is defined as any of the following:

    • Medical care received in a hospital
    • Medical care received in any other place following discharge from the hospital where the child remains under consultant care and the care includes ongoing monitoring and visits from healthcare professionals
    • Palliative or end of life care

    For the employee to be eligible the neonatal care must take place or have begun within 28 days of birth and must continue for a period of at least 7 days. It is important to note that the 7 day period begins on the day following the day on which the neonatal care started.

    Who is eligible for NCL?

    Employees are eligible to take NCL from day one of their employment – there is no qualifying period that the employee must work to be entitled to this leave. However, an employee must have been employed for a period of 26 weeks to be entitled to Statutory Neonatal Care Pay (SNCP), see below.

    The right to take NCL only applies to parents (or intended parents) of babies who are born on or after 6 April 2025. The employee must be:

    • the baby’s parent
    • the baby’s intended parent (relevant to surrogacy)
    • the partner of the baby’s mother (who is unrelated to the baby’s mother and is living with them in an enduring family relationship)
    • the baby’s adopter or prospective adopter (or partner of the same)

    and

    • have or expect to have responsibility for the upbringing of the child.

    In the sad circumstances where the child dies the requirements are modified so that the employee is no longer required to be taking leave to care for the child. This preserves the entitlement to accrued NCL upon the death of the child. At this point the employee may also be entitled to parental bereavement leave and pay.

    How much leave is the employee entitled to?

    An employee is entitled to take one week of NCL in respect of each week that the baby receives uninterrupted neonatal care. This is capped at a maximum of 12 weeks of leave.

    In the case of twins or multiple births, neonatal care leave cannot be claimed in relation to babies who are receiving treatment at the same time. For example, where twins are in neonatal care for the same 3 week period, the parents would only be entitled to 3 weeks of NCL.

    When can NCL be taken?

    NCL may be taken from the day after the first qualifying period (7 days starting the day after the neonatal care starts). This means the employee can only take neonatal care leave on day nine of the child receiving neonatal care.

    NCL has been implemented to provide flexibility for a variety of situations, but this does result in some complexities for employers. NCL must be taken within 68 weeks of the baby’s birth, with the basic principle being that this leave would be added on to the end of the employee’s family leave entitlement (e.g. maternity or paternity leave).

    The rules in relation to NCL differ depending on whether the employee is currently on family leave or whether that leave has ended. If the employee is already taking statutory family leave then the employee may add the period of NCL onto the end of that leave (for example, in the case of an employee on maternity leave, they would be unable to stop their period of maternity leave to take NCL as there is no right to maternity leave once it has been ended).

    It is however, possible that a father who has given notice to take paternity leave may wish to take NCL prior to when their paternity leave is due to begin and that the NCL then extends to and beyond the date upon which paternity leave was due to start.

    To deal with the different scenarios in which a parent might wish to take NCL the legislation categorises periods of NCL as ‘tier 1’ or ‘tier 2’ periods. A tier 1 period is when NCL is taken whilst a baby is receiving neonatal care, and all other leave is classed as tier 2. Tier 1 leave can be taken in non-continuous blocks of a minimum of 1 week. In contrast, NCL classified as tier 2 must be taken in a continuous block. Therefore, if a father begins NCL which is interrupted by paternity leave and neonatal care ends during that paternity leave the father is then only entitled to take tier 2 NCL in a continuous block and they must give notice prior to taking the further NCL.

    Notifying the employer

    As is normal when taking parental leave, the employee must notify their employer. They must provide certain information such as their name, the child’s date of birth, the date(s) that the child started to receive neonatal care and, if the child is no longer receiving that care, the date on which it ended.

    The employee must also state the date on which they want the NCL to begin (the length of the required notice period will differ depending on when the leave is being taken, for example where notice is given whilst a child is receiving neonatal care the notice required is minimal and does not need to be in writing).

    The employer and employee may agree to waive the notice requirements.

    Rights during and upon returning from NCL

    The employee’s rights during and upon returning from NCL are similar to the rights that employee’s have whilst on other types of family leave. For example, employees have the right to the same terms and conditions of employment (except for pay) whilst on NCL.

    Where an employee has been on NCL for a period of 6 continuous weeks they will also benefit from enhanced redundancy protection rights which covers the period from the day after the employee has taken 6 weeks of leave and ending when the child is 18 months old.

    Statutory Neonatal care pay

    Where an employee meets the requirements for statutory maternity/paternity/adoption pay it is likely they will also qualify for statutory neonatal care pay (SNCP).

    An employee is entitled to SNCP for every period of 7 days that the child is in receipt of neonatal care without interruption. The maximum number of weeks pay is 12.

    The main difference between the entitlement to NCL and SNCP is that, to receive SNCP the employee must have been employed for a continuous period of 26 weeks ending with the relevant week, which is linked to the expected week of childbirth.

    Employer takeaways

    This legislation will apply from 6 April 2025 so there is now less than a month to make sure that relevant policies are in place and that staff are trained on this new type of family friendly leave. In particular, the varying notice requirements (which depend on whether the child is currently receiving neonatal care) may cause some confusion.

    As NCL is paid (and the entitlement to statutory maternity pay ends at 39) employers may see employees on maternity leave choosing to end their maternity leave at 39 weeks and then move on to NCL which has the potential to provide a further 12 weeks of paid leave.

    Employers considering redundancies will need to make sure to include any employees who have taken over 6 weeks of NCL when considering those entitled to priority status and to note that this protection continues until the child in relation to which the NCL was taken is 18 months old. Employers may, therefore, want to consider keeping a record of those employees who are on this type of leave (and other types of parental leave if they do not already do so).

    Where an employee’s child is receiving neonatal care, this may negatively impact that employee’s mental health, performance and levels of sickness absence. Employers should be mindful of this when managing employees who have been affected by the traumatic experience of having a child in neonatal care.

    We appreciate that there are now a number of different types of family friendly leave and that the ways in which these types of leave interact may cause some confusion, especially in relation to notice requirements. Our employment team are adept at drafting family friendly policies and advising in relation to rights to family friendly leave and pay.

    If you would like advice or need further guidance, please contact Hannah Funnell on 020 3814 2020 or email enquiries@blasermills.co.uk.

    Benefits of Non-Court Dispute Resolution (NCDR) over court proceedings

    Posted on by Britt Thompson

    The 2024 changes to the Family Procedure Rules (FDR) mean clients are now encouraged to explore alternative dispute resolution methods, with family law practitioners providing guidance on the best options available. Mediation, arbitration, private FDRs, and collaborative law provide quicker, more affordable, and less confrontational ways to resolve disputes without going to court.

    Cost-effectiveness

    Going to court can be costly, with legal fees adding up over time. Filing documents, attending hearings, and hiring experts all increase expenses. In contrast, NCDR options are usually faster and more affordable. Private FDRs, for example, offer an early case review at a much lower cost than a full court trial.

    To encourage mediation, the Family Mediation Voucher Scheme has been extended until 2026, offering up to £500 per case for children-related disputes. This financial support aims to make mediation more accessible and reduce court reliance.

    Speed and efficiency

    The court system remains under strain, causing long delays in financial and children-related cases. NCDR offers much faster solutions. Mediation can happen within weeks, while arbitration and private FDRs let people set their own hearing dates instead of waiting for a court slot. In financial cases, avoiding delays can help prevent unnecessary stress and hardship.

    Greater control and flexibility

    NCDR gives people more control over their outcomes instead of leaving the decision to a judge. Mediation and collaborative law help create solutions that fit their needs, while arbitration lets them choose an expert to decide their case. In court, decisions follow strict rules, leaving little room for flexibility.

    Reduced emotional strain

    Going to court can feel like a battle, often making conflicts worse instead of solving them, especially when children are involved. Mediation and collaborative law help people communicate better, keeping relationships intact and reducing stress. Plus, NCDR takes place in a more relaxed setting, making it far less intimidating than a courtroom.

    While NCDR offers many benefits, legal advice remains essential. Mediators and arbitrators do not provide legal representation, so parties should obtain independent legal advice to understand their rights and obligations. A solicitors can ensure that settlements are fair, legally sound, and enforceable if necessary.

    Confidentiality and privacy

    With increasing court transparency, many clients value the confidentiality of NCDR. Arbitration and mediation allow disputes to be resolved privately, without personal matters becoming public.

    NCDR offers significant advantages over court proceedings, including lower costs, faster resolutions, greater flexibility, and reduced emotional strain. With the Family Mediation Voucher Scheme extended to 2026 and new court rules encouraging engagement with NCDR, it is more important than ever for family law practitioners to guide clients towards these alternatives while ensuring they receive appropriate legal advice.

    To speak to our family and divorce team about exploring NCDR or mediation please get in touch with Naim Qureshi on 01494 781356 or email naim.qureshi@blasermills.co.uk.

    Celebrating women in law

    Posted on by Britt Thompson

    International Women’s Day (IWD) is a time to celebrate the achievements of women across all industries, including law. The first International Women’s Day was held in March 1911, at a time when women were still barred from qualifying as lawyers. Women were not permitted to enter the legal profession until the enactment of the Sex Disqualification (Removal) Act 1919. Over a century later, women have made significant progress in law, yet barriers to access and career progression remain.

    At Blaser Mills, we are committed to fostering an inclusive workplace where diverse talent is valued and supported.

    The importance of intersectionality in law

    Intersectionality refers to the way different aspects of a person’s identity such as gender, ethnicity, sexual orientation, and socio-economic background—interact and create unique experiences. Recognising this is essential for building a truly inclusive legal profession.

    Women in law face challenges, but these are often heightened for those from ethnic minority backgrounds, state school educations, or non-traditional career paths. As a newly qualified solicitor who was the first in my family to attend a university (non-Russell Group), educated in a state school, and from an ethnic minority and working-class background, I understand how multiple factors can shape career progression.

    #AccelerateAction

    This IWD, with the theme #AccelerateAction, is a reminder that while progress has been made, more must be done to ensure true equality in the legal profession. By mentoring, supporting, and championing women in law, we can continue breaking down barriers for future generations.

    Mentoring the next generation

    As an alumnus of City, University of London, I am currently mentoring a law student from my former university through the EmpowHER programme, which supports aspiring female lawyers. Giving back to the next generation is important to me, and I am passionate about helping women, especially those from underrepresented backgrounds like me, navigate the challenges of entering the legal profession.

    Our commitment to diversity and inclusion

    At Blaser Mills, we do not just talk about diversity—we live it. By focusing on hiring great people regardless of background, we have cultivated a firm full of talented individuals, each bringing unique perspectives to the business.

    Our diversity initiatives include:

    • Gender Equality: 50% of our partners are female.
    • Work-Life Balance: Over 25% of our team work part-time or have flexible arrangements.
    • Inclusion Forum: We have our own employee-led Inclusion Forum, where the members of the Forum engage in discussions and initiatives aimed at raising awareness, improving policies, and fostering a workplace where everyone feels valued.

    As we look to the future, our focus remains on accelerating positive change. This means continuing to support the next generation of legal professionals through mentorship, advancing policies that promote equality, and ensuring that diverse voices are represented and heard in every aspect of our work.

    On this International Women’s Day, let us reaffirm our commitment to driving change within the legal profession.

    Happy International Women’s Day!

    Blaser Mills partners with Acquisition Masters

    Posted on by Britt Thompson

    Blaser Mills are delighted to partner with Acquisition Masters, a rapidly growing community of UK business owners focused on scaling through acquisitions.

    The new partnership will see our Corporate M&A team support members with demystifying the acquisition process and helping to navigate through complex M&A issues, with the view to helping members to achieve their commercial goals.

    Oksana Howard, Head of Corporate, has recently presented at their London event in January on key aspects to consider when buying a business in the UK. This included an overview of acquisition structures (highlighting key differences between asset and share purchases), tax considerations and an outline of the acquisition process.

    If you are an ambitious business owner looking for growth opportunities, please get in touch with Clive Margetts at team@acquisitionmasters.co.uk or Oksana at corporate@blasermills.co.uk.

    How to apply for a Declaration of Presumed Death: A guide for families of missing persons

    Posted on by Britt Thompson

    When a loved one goes missing, the uncertainty and emotional toll can be overwhelming. We understand that this is a deeply distressing time, and making legal arrangements may feel daunting. However, in some cases, applying for a declaration of presumed death may be necessary to help settle financial and legal matters, such as inheritance, pensions, and property ownership. Our experienced legal team is here to guide you through the process and help you understand what to expect.

    What is a Declaration of Presumed Death?

    A declaration of presumed death is a legal process through which a court recognises that a person is presumed to have died, despite their body not being found. This can be necessary for settling their estate, accessing insurance benefits, or closing financial accounts. The Presumption of Death Act 2013 provides the legal framework for making such applications.

    Who can apply for a Declaration of Presumed Death?

    Only certain individuals have the legal standing to bring a claim for a declaration of presumed death. Generally, family members of the missing person, such as a spouse, parent, child, or sibling, are those who have the right to apply. However, even if you are not related to the missing person, you may still be eligible to bring the application if you can demonstrate “sufficient interest” in the determination of the application, such as if you were named as an executor in the missing person’s will.

    The application is made to the High Court, and the process can be emotionally taxing, so having expert legal support is crucial.

    The process for making a Declaration of Presumed Death application

    Step 1: Establishing the Period of Absence

    Before applying, it is essential to demonstrate that the missing person has been absent for a continuous and significant period. In most cases, the person must have been missing for a minimum of 7 years, though the timeframe can vary depending on the specifics of the case.

    Step 2: Gathering evidence

    To support the application, the applicant must provide compelling evidence to the court. This typically includes:

    • The missing person’s last known location and the circumstances surrounding their disappearance.
    • Details of any attempts to locate the person, such as police investigations, search efforts, and media outreach.
    • Statements or testimonies from individuals who may have knowledge of the missing person’s situation.
    • Relevant personal and financial documentation, such as the missing person’s will, assets, and liabilities. Particularly, it will be helpful to show evidence of the missing person’s financial inactivity.

    Step 3: Filing the application

    Once you have gathered the necessary evidence, you will need to file an application with the High Court. This process involves submitting a claim form to the court, along with all supporting documentation. A court fee is also payable.

    Step 4: Attending the hearing

    After submitting your application, you will need to attend a hearing before a judge. This hearing is an essential part of the process, during which the judge will review the evidence you have presented and determine whether a declaration of presumed death should be granted. At Blaser Mills Law, we can help make this hearing less stressful by instructing an experienced barrister to represent you during the hearing.

    The court will assess the evidence provided and determine whether a declaration of presumed death should be granted. If the court is satisfied with the evidence, it will issue a formal declaration of death, legally recognising the person as deceased. If there are any issues or further evidence is required, the court may schedule another hearing or request additional information.

    Step 5: Post-Declaration steps

    Once the court has issued the declaration of presumed death, the applicant can take necessary actions related to the estate of the missing person, including applying for probate, handling financial matters, and managing any debts or assets in accordance with the law. Additionally, the family members may proceed with personal matters, such as remarrying or making decisions regarding the missing person’s affairs.

    Why is this important?

    We know that no legal process can ever replace the presence of a missing loved one, but obtaining a declaration of presumed death can help bring a sense of closure and allow families to move forward. Without it, financial institutions and legal bodies will continue to treat the missing person as alive, which can create further difficulties in managing their affairs.

    The process of applying for a declaration of presumed death is complex and involves various legal considerations. It is crucial to seek legal advice from an experienced solicitor, especially when dealing with sensitive matters and the potential for dispute.

    Our solicitors, Matthew Whipp and Laxmi Mall, are well-versed in the intricacies of this area of law and can guide you through the process with care and professionalism. We offer a compassionate approach to help families and loved ones of missing persons navigate these difficult situations while ensuring that all legal requirements are met.

    For help with a Declaration of Presumed Death call the team on 020 3814 2020, send an email to litigation@blasermills.co.uk. Alternatively, fill in our contact form.

    Green leases: Leases with a sustainable approach

    Posted on by Britt Thompson

    In recent years, sustainability has become a big topic of conversation, and as many industries revise their way of doing business by implementing sustainable practices, the real estate sector is no different and business and property owners are now more conscious of their environmental footprint. As a result, green leases are becoming more prevalent in real estate, particularly in large buildings with a significant environmental impact.

    What are green leases?

    Green leases, sometimes also referred to as environmental, or sustainable leases are clauses within a lease that are intentionally designed to promote environmentally friendly practices between a landlord and tenant during the term. This relatively new area of interest and its intricacies can be complex and obtaining legal advice is essential to ensure that the terms are both clear and beneficial to both parties.

    Why should you consider implementing a green lease?

    Increased property value: A property with a green lease may be more desirable, potentially commanding higher rents and increase in market value for landlords.

    Improved working environments: Many green leases result in improved indoor air quality, lighting, and other factors contributing to a healthier work environment for tenants.

    Cost savings: Green leases typically include energy saving initiatives, which can lead to lower utility bills for tenants and reduced maintenance costs for landlords.

    Future proofing: As governments impose stricter environmental regulations, green leases help both parties comply with these laws, preparing the property for future legislation and avoiding penalties.

    Financial incentives: Green leases may unlock financial benefits such as tax subsidies for making environmentally friendly upgrades to a property. A solicitor can assist in identifying and negotiating these opportunities, ensuring both parties maximise the financial savings.

    Whilst green leases offer many benefits, drafting and negotiating the agreements between parties will require careful consideration and costs must be carefully balanced to ensure the lease is effective for both parties.

    Tailored clauses: Every business and property are unique, and so are their sustainability needs. A solicitor can help tailor green lease clauses to reflect specific environmental goals, whether it’s reducing energy consumption or otherwise.

    Financial incentives: Many green leases offer financial incentives such as tax credits, government subsidies, or other financial support for sustainable improvements. A solicitor can assist in identifying and negotiating these incentives to ensure both parties’ benefit.

    Long term success: A well drafted green lease can include performance monitoring clauses to track progress toward sustainability targets. A solicitor can help ensure the lease is structured to achieve these long-term goals.

    Whether you’re a tenant seeking an environmentally conscious space or a landlord aiming to increase the sustainability of your property, consulting with a solicitor will help ensure that your green lease meets all legal requirements and protects your interests now and in the future.

    If you would like assistance on navigating green leases, our commercial property lawyers can support you. For further information please contact our Real Estate team on 020 3814 2020 or email realestate@blasermills.co.uk.

    Wills vs. Lasting Powers of Attorney: Key differences

    Posted on by Britt Thompson

    When planning for the future, many people assume that writing a Will is enough to ensure their affairs are in order. However, a Lasting Power of Attorney (LPA) serves a different and equally important purpose. Whilst both documents help manage personal affairs, they operate at different times and cover different aspects of decision-making.

    Shannon Zermani, a Lawyer in the Wills, Trusts and Probate team, outlines the key differences between a Will and an LPA for effective estate planning.

    What is a Will?

    A Will is a legally binding document that outlines how a person’s estate (money, property, and possessions) should be distributed after their death. It allows individuals to:

    • Appoint executors to manage their estate
    • Specify who should inherit their assets
    • Name guardians for any minor children
    • Make their funeral wishes known
    • Provide for charities or other beneficiaries

    A Will only takes effect upon the death of the person who has created it and can be changed throughout your lifetime.

    What is a Lasting Power of Attorney (LPA)?

    An LPA is a legal document that allows someone to appoint one or more individuals (the attorneys) to make decisions on their behalf if they lose mental capacity during their lifetime. There are two types of LPAs:

    1. Health and Welfare LPA – These covers decisions about medical treatment, care, and daily living. It only takes effect if the donor (the person putting the LPA in place) loses mental capacity. Whilst the donor has capacity, only they will make decisions about their health and welfare.
    2. Property and Financial Affairs LPA – This allows the attorneys to manage finances, including bank accounts, bills, property sales, and investments. It can be used either before or after the donor loses mental capacity, depending on their wishes.

    Unlike a Will, an LPA is valid only during the donor’s lifetime. Once the donor passes away, the LPA ceases to be effective, and the executor of the Will takes over.

    Key differences

    The main difference between a Will and an LPA is their purpose. A Will is designed to distribute a person’s assets after death, while an LPA is intended to manage a person’s affairs during their lifetime if they lose mental capacity.

    A Will takes effect only after death, whereas an LPA can take effect during the donor’s lifetime if required. In a Will, individuals appoint executors to manage their estate, whereas in an LPA, they appoint attorneys to make decisions on their behalf.

    Another key difference is that a Will does not require registration with any authority before it becomes valid. In contrast, an LPA must be registered with the Office of the Public Guardian before it can be used.

    Do I need a Will and an LPA?

    Yes. Many people create a Will but overlook setting up an LPA. However, without an LPA, if you lose mental capacity due to illness or an accident, no one (not even family) has automatic rights to manage your affairs. They would have to apply to the Court of Protection for a deputyship order. This will lead to delays, potential financial difficulties, and costly court applications.

    By having both a Will and an LPA, you ensure that your affairs are taken care of, both during your lifetime and after your death by those appointed. You also ensure that you are appointing people whom your trust.

    If you’d like to set up a Will or Lasting Power of Attorney, contact Shannon Zermani at 01494 478687 or email shannon.zermani@blasermills.co.uk.

    Navigating divorce with confidence

    Posted on by Britt Thompson

    Divorce can be one of life’s most challenging experiences, but approaching it with the right mindset and knowledge can make a significant difference.

    Kate Jones, Senior Associate in the Family and divorce team, shares her top tips to help navigate this difficult journey:

    Selecting the right lawyer is crucial. Look for someone experienced in family law, empathetic, and willing to explore alternative dispute resolutions, like mediation, before heading to court.

    2. Understand your finances

    Get a clear picture of your assets, liabilities, income, and expenses. This includes bank accounts, property, pensions, and debts. Knowledge is power, and having accurate financial information before your first meeting with a lawyer will allow them to provide detailed advice and will streamline negotiations.

    3. Put children first

    If children are involved, their welfare should be the priority. Avoid placing them in the middle of disputes. A lawyer or mediator can help you to agree the arrangements with your spouse, for example how often the children will live with each parent.  Once these arrangements have been agreed it is important to present as a united front. Maintain open communication about what changes they can expect and consider a parenting plan to ensure their needs are met.

    4. Communicate respectfully

    It’s tempting to vent frustrations, but maintaining respectful communication can prevent conflict from escalating. Keep emotions in check when discussing arrangements, especially in writing, as emails and messages may be used in court.

    5. Avoid social media pitfalls

    Be cautious about what you share online. Posts about your personal life, financial situation, or frustrations with your ex-partner can be used against you in court. A good rule: if in doubt, don’t post it.

    6. Think long term

    Avoid focusing solely on short-term victories. Prioritise settlements that support your financial stability, future living arrangements, and relationship with your children. Emotional decisions often lead to regrets later.

    7. Consider mediation

    Court battles can be emotionally and financially draining. Mediation can provide you with the opportunity to reach an agreement amicably, often at a fraction of the cost and time of litigation. Lucinda Holliday, Partner at Blaser Mills Law, is an experienced mediator and can offer child inclusive mediation where necessary.

    8. Plan for life post divorce

    Begin to visualise your new chapter. Set realistic goals for housing, career, and personal well-being. Consider seeking support from a therapist or counsellor to process your emotions and plan your next steps.

    Every divorce is unique, and the process can be complex. By staying informed, focused, and proactive, you can achieve a resolution that supports your long-term well-being. The right guidance and approach will help you navigate this transition with resilience and confidence.

    For a confidential chat please get in touch with Kate Jones on 01494 478684 or email kate.jones@blasermills.co.uk.

    Blaser Mills achieves globally recognised quality mark for client service

    Posted on by Britt Thompson

    We are proud to announce that we have achieved ISO 9001 accreditation, a globally recognised standard for quality management systems. The accreditation reflects the high standards of client service we uphold and our commitment to delivering consistently excellent service across all work types – affirming our reputation as a people first law firm.

    ISO 9001 sets out a framework for organisations to consistently meet client expectations, while enhancing operational performance, and involved a two-year rigorous assessment of our processes, policies, and practices.

    Lucy Kempson, Risk and Compliance solicitor at Blaser Mills, commented: ‘We are delighted to have been awarded ISO 9001 accreditation. This achievement reflects the firm’s dedication to delivering outstanding legal services to our clients, something that we are deeply committed to.’

    This milestone marks another step in our journey to continuously improve our services and adapt to the ever-changing needs of our clients. Whether assisting individuals or businesses, we remain committed to upholding the highest standards of quality, professionalism, and trust.

    We would like to thank our team for their hard work and our clients for their ongoing support, both of which have been instrumental in achieving this recognition.

    For more information about our services, please email enquiries@blasermills.co.uk.

    The January divorce spike

    Posted on by Britt Thompson

    As the New Year begins, many law firms, including ours, notice an increase in divorce enquiries. But why does this trend occur, and what should you consider if you’re contemplating ending your marriage during this period?

    Why January?

    The festive season is a time traditionally associated with family. However, for many couples, the pressures of Christmas—financial strain, family expectations, and time spent together in close quarters—can intensify underlying marital issues. By January, when the festivities end and normal routines resume, some couples decide to make a fresh start, which may include pursuing a divorce.

    Additionally, many people delay initiating divorce proceedings until after Christmas, avoiding causing disruption to their children and family gatherings. The New Year often means a fresh start, motivating couples to act on long-standing decisions.

    What does the process involve?

    If you’re thinking about divorce, it’s crucial to understand the process and approach the decision thoughtfully, without feeling rushed by the pressures of January. Since April 2022, the introduction of the no-fault divorce system in England and Wales has simplified proceedings. Under this system, couples no longer need to cite reasons such as adultery or unreasonable behaviour to justify their decision. Instead, they simply need to demonstrate that the marriage has broken down.

    The process typically involves:

    1. Filing the divorce application: Either party—or both together—can submit an application online or through a solicitor.
    2. Acknowledgement: The other spouse confirms receipt and agreement to proceed.
    3. Cooling-off period: A mandatory 20-week reflection period allows couples time to consider reconciliation or arrangements.
    4. Conditional order: Formerly the decree nisi, this confirms the court sees no reason the divorce shouldn’t proceed.
    5. Final order: Previously the decree absolute, this legally ends the marriage.

    Key considerations

    Divorce involves more than the legal process. Issues such as child arrangements, financial settlements, and housing must be resolved. Starting these discussions early can smooth the transition for all involved.

    It’s also vital to seek professional advice. At Blaser Mills our family law experts are here to guide you through every step with compassion and expertise, ensuring your interests are protected.

    Moving forward

    January’s divorce trend reflects the emotional and practical decisions many couples face at the start of the year. If you’re considering divorce, remember that you’re not alone. With the right support, this challenging time can also mark the beginning of a positive new chapter.

    Lucinda Holliday, Head and Partner, also offers mediation as an alternative to help couples find amicable solutions.

    For further information or advice, contact the family & divorce team today to discuss your options confidentially. Call on 01494 478603 or email family@blasermills.co.uk.

    Life Interest Trusts in Wills

    Posted on by Britt Thompson

    A Life Interest Trust in a Will is a very useful tool for protecting against the ever-rising costs of care home fees, as well as providing much needed peace of mind to individuals who wish to provide for their spouse or civil partner in their lifetime, but ultimately wish to leave assets to other beneficiaries such as children. They are becoming increasingly popular for many reasons and this article aims to shed some light on what they are, how they work and whether they could be right for you.

    What is it?

    A Life Interest Trust is created by your Will and comes into effect on the death of the first partner. The Will leaves assets into a trust which a nominated person (known as a life tenant) can benefit from during their lifetime, but on their death those assets will pass to someone else (known as the remaindermen.) Most commonly, Life Interest Trusts appoint the surviving spouse or civil partner as the life tenant and children as the remaindermen.

    For example: the first spouse passes away leaving their share of the family home into a life interest trust. The second spouse has the right to live in the home and receive any income earned from that property for the rest of their life. When they pass away, the first spouse’s share will then pass to their chosen beneficiary, usually their children.

    You can choose which assets you wish to place into the trust. It is common to include a share of a property, but can also include personal belongings, shares and investments. The Trust can be drafted flexibly, to allow that spouse to take income from those assets, such as rental income or share dividends, or they could take capital e.g. if the property was downsized. This will depend on your circumstances and preferences.

    Why should you create a Life Interest Trust?

    • Protection of assets against care home fees: rising costs of care home fees are a very common concern, particularly for those in retirement. By placing your assets into a trust on death, rather than passing to your chosen beneficiary directly, the surviving spouse is not deemed to own that asset. This means that when local authorities assess means for care fees, they cannot take into account assets which are held in trust. For example, if married couple Tim and Sarah each owned a 50% share of a property worth £800,000 and Tim passed away leaving his share of the property into a Life Interest Trust for the lifetime of Sarah (the life tenant), Sarah would not be deemed to own that share. If Sarah needed to go into care, Tim’s £400,000 share would effectively be ringfenced against care home fees, and only Sarah’s share could be taken into consideration.
    • Greater control: you can ensure that a loved one benefits from your assets during their lifetime, knowing that your remaindermen (usually your children) will take the assets when that loved one passes away. This is particularly useful for a couple who are in their second marriage, who each have children from a previous relationship that they would like to benefit from their estate. You may trust your spouse to provide for your children after your death, but sometimes circumstances arise that mean your children lose out, especially if your spouse were to remarry. Life Interest Trusts allow you to retain control over your estate.
    • Protecting vulnerable beneficiaries: a beneficiary who has the right to assets or property for the rest of their lifetime will be protected but will not ultimately have full control over those assets – that control remains with the trustees of the trust. This can therefore be a flexible tool for a child or partner who perhaps lacks capacity, or cannot control their own finances. It will also assist in ensuring that person’s benefits are unaffected by a windfall of inheritance.
    • The life tenant has security and income: and in particular can remain in the family home.
    • Flexibility: the trust can be drafted to include different assets, could be limited to a specified period of time, can include capital or just income and can allow the life tenant to downsize and invest the surplus.

        What are the disadvantages?

        • The Lifetime Beneficiary will not own the assets: not owning the asset will limit what that lifetime beneficiary can do with it. It may therefore not be suitable for a beneficiary who is likely to long outlive you, or if you want them to have more control.
        • Trusts are more complex: there will be more administration involved which may be difficult for the trustees to manage on their own. The trust would need to be registered and there may be potential income and capital gains tax consequences depending on the duration of the trust and what happens within it. A Grant of Probate would be required in order to transfer the property into the trust via the Land Registry.

          Contact us

          If you would like further information about Life Interest Trusts, how they work and whether they could be suitable for you, please contact Kate McLauchlan on 01494 781362 or email kate.mclauchlan@blasermills.co.uk.

          Challenging a Will – Process and Grounds

          Posted on by Britt Thompson

          If you are considering challenging the validity of a Will, after registering a caveat, if appropriate (See Challenging a Will – Caveats – Blaser Mills Law), the next thing to do is to obtain a copy of the Will and assess whether or not you have a ground for challenging the same.

          Do you have a copy of the Will?

          It is not uncommon for executors or their representatives to withhold a copy of a Will. There is no obligation to provide a copy of a Will to beneficiaries before making an application for probate.

          There is a formal request which can be made to obtain a copy of the Will and the Will file which is called a Larke v Nugus request and derives from a case of the same name.

          The request asks for a copy of the Will file, if available, which should (but often does not) contain all of the contemporaneous attendance notes. While a solicitor is not legally obligated to respond to a Larke v Nugus request, the courts expect compliance in order to facilitate the resolution of will disputes and prevent costly litigation.

          Challenging the Will

          Once you have a copy of the Will and possibly the solicitor’s Will file, you can make an assessment and decide whether you have a strong case for challenging the same. You can challenge a Will on the following grounds:

          1. Lack of proper execution, i.e., the Will was not signed or the Will was not witnessed by two people or at all, not dated etc.
          2. Lack of testamentary capacity – the person making the Will did not fully appreciate the effect of what they were signing as they lacked mental capacity, usually due to a disease of the mind.
          3. Undue Influence –while suggesting someone make a decision in relation to their Will is not inherently unlawful, undue influence crosses the line into coercion and exerting power on the other person to the point that it forcefully impacts their decision making.
          4. Fraudulent Calumny – this is an archaic way of simply describing fraud in relation to a Will. Usually, two or more persons have conspired to make a false Will on behalf of the Deceased.
          5. Lack of knowledge or approval – where the person making the Will has mental capacity to make the Will but is not aware of the full effect of the content.

          Of the above grounds point one is usually fairly easy to establish as it is a simple case of reviewing the Will to ensure everything is in order.

          The second ground is more difficult to prove and may involve writing to the deceased’s GP to request their medical records. This can help build a better picture of the deceased’s capacity, particularly towards the end of their life. It will then be for the person challenging the Will to highlight any areas of concern in respect of capacity.

          The third, fourth and fifth grounds are notoriously difficult to prove and often hinge on the evidence to hand or ultimately the decision of a judge at trial. The person making the allegation may not have much direct evidence, forcing them to rely on witnesses which can be fraught with difficulty.

          How can Blaser Mills’s Private Wealth Disputes Team help?

          At Blaser Mills we understand the stress caused by lack of information or suspicious circumstances surrounding a Will and are here to help. If you would like to discuss instructing us to act for you, please call the team on 01494 788998 or get in touch by email at litigation@blasermills.co.uk.

          Property team wins two customer service awards

          Posted on by Britt Thompson

          We are delighted to announce that our Residential Property team has won multiple awards at The ESTAS Customer Service Awards 2024.

          The awards recognise the conveyancers, agents and brokers for customer service based on ratings from clients who have been through the whole moving experience.

          The team have won the following awards:
          Silver – Southern
          Bronze – Southern

          Jane Hannaway, Partner & Head of Residential Property commented: “We are delighted recognised continuously with the ESTAS. Exceptional customer service is very important to us, and we have always been very proud of the service provided by our team. The awards prove we are delivering what we promise.”

          Congratulations to all of those involved and all the hard work that goes on behind the scenes.

          Chambers 2025 results announced

          Posted on by Britt Thompson
          Blaser Mills is thrilled to share its results in the 2025 Chambers UK Legal Directory rankings. Chambers UK is a highly respected legal directory that conducts in-depth research and analysis to identify and rank top lawyers and law firms across the United Kingdom.

          New rankings

          Naim Qureshi, Senior Associate, Family & Divorce
          Naim Qureshi has a great deal of expertise advising on financial remedy proceedings post-divorce. He has experience advising high net worth clients, including on matters involving overseas assets.

          ‘I have no doubt that Naim’s supportive and collaborative approach led to my achieving a good outcome.’
          ‘Naim Qureshi has a very calming presence in cases. He is unflappable and very personable with clients.’
          ‘Naim is tenacious when he needs to be, and his client-handling skills are very good.’

          Corporate M&A
          Blaser Mills is well known for its high-calibre corporate offering, which routinely sees it acting on domestic and cross-border transactions. The firm’s broad industry focus includes deals in the sports, technology and insurance spaces, among others.

          ‘Blaser Mills Law’s attention to business matters and focus on clients’ needs are two key strengths. The team always understood complex deal structures and we felt supported throughout the process.’
          ‘The firm has great experience and knowledge when assisting with transactions. They provide a very efficient service and great, simple explanations, along with very quick responses.’
          ‘Blaser Mills Law possess deep knowledge and experience, which enables them to provide us with comprehensive and insightful legal counsel. This expertise is not only broad but also nuanced.’

          Litigation
          Blaser Mills Law offers considerable expertise in litigation throughout a variety of sectors including biomedicine, retail and transportation. The department is often chosen by clients for disputes with cross-border aspects and have worked on data protection, insolvency, product liability and breach of contract disputes.

          ‘Blaser Mills Law is always able to assist and always on-hand.’
          ‘The team has a remarkable breadth and depth of knowledge, provides excellent customer service and very fast responses.’
          ‘Blaser Mills is always very prompt with advice and coming back on matters – they’re good at maintaining momentum within a project.’

          Maintained rankings

          Edward Lee, Partner & Head, Corporate
          Edward Lee is head of Blaser Mills Law’s corporate and commercial department. He offers extensive experience in M&A transactions and often handles cross-border mandates, including tech sector matters.

          ‘Edward has outstanding experience and knowledge.’
          ‘Edward is experienced and knowledgeable. I felt well informed and guided by him.’
          ‘Edward is a very capable individual and well suited to managing a multi-jurisdictional transaction. His negotiation style is calm and effective. You feel you are in a safe pair of hands.’

          Noel Deans, Partner & Head, Employment
          Noel Deans is head of the employment team at Blaser Mills. He is notable for his work on contentious employment matters, and he advises both individual claimants and employers.

          ‘Noel’s experience and advice is amazing.’
          ‘Noel is impressive in all aspects and provides clear advice based on the facts he has at hand.’
          ‘He is strategic, focused, clear and dedicated.’

          Lucinda Holliday, Partner & Head, Family & Divorce
          Lucinda Holliday leads the family and divorce team at Blaser Mills. She assists clients with both the financial and child care aspects of divorce and separation, including high net worth cases.

          ‘Lucinda Holliday is absolutely brilliant. She is responsive and empathetic, knowledgeable and tactically astute. Her advice is excellent and always geared towards the client’s goals.’
          ‘Lucinda is thoroughly professional, a wonderful communicator and very responsive to her clients’ needs.’
          ‘Lucinda completely understood my situation, offered the right solutions and guided me through an incredibly tough process.’

          Ben Langley, Consultant, Crime
          Ben Langley is a consultant at Blaser Mills Law in High Wycombe. He acts for clients in motoring offences, including driving without insurance, speeding and drink driving offences. He also has experience representing professionals under investigation for criminal acts.

          “Ben is on top of the brief, clear with instructions and very client-friendly.”

          Real Estate
          Blaser Mills has a strong commercial property team offering advice on a range of matters, including the acquisition and disposal of development property, commercial lease matters and securitisation transactions. It advises a broad client base, ranging from small family-owned businesses to large house builders and property development companies.

          ‘Blaser Mills Law has an excellent team with a broad range of expertise and experience.’
          ‘The team’s ability to handle complex and sophisticated matters is very strong.’

          Family & Divorce
          Blaser Mills advises high net worth individuals on intricate financial remedy matters from its offices in High Wycombe, Marlow and Amersham. The firm is experienced in acting in cases where assets in dispute include portfolios of properties and pensions, as well as those involving trusts. The team offers further expertise in drafting prenuptial agreements. It also assists with private children law matters and non-molestation proceedings.

          ‘Blaser Mills had great experience in the way to approach the situation, which at times was difficult. They were sympathetic and understanding.’
          ‘Blaser Mills were very efficient, prompt with communication and professional at all times.’

          Congratulations to all of those involved!

          For more detailed information about the rankings and to explore the full directory, please visit the Chambers UK website. Congratulations to all those recognised in the 2024 Chambers UK legal directory and thank you to our clients for their feedback and time.

          Blaser Mills Law, UK 2024 | Chambers Profiles

          Employment Rights Bill – changes to keep an eye on

          Posted on by Britt Thompson

          On Friday 11 October the Government published its much-anticipated Employment Rights Bill, designed to implement its Plan to Make Work Pay.

          Whilst the Bill proposes several significant reforms to employment law there is still no certainty as to when these reforms will be implemented and, following periods of consultation, how much of the initial proposals will be retained. Therefore, whilst employers should be aware of these changes it is important to note that they do not have an immediate effect, and several details may be amended before they are implemented.

          Below we provide headlines of the reforms and points for employers to keep an eye on:

          Unfair Dismissal

          The Government proposes to make unfair dismissal a day-one right, repealing the current two year qualifying period. However, probationary periods will have a more significant role to play in an ‘initial period’ (the length of which is to be decided following consultation, although the Government’s preference is for this period to be 9 months) where an employee may be dismissed for poor performance, misconduct, capability or some other substantial reason. This process to be followed in the initial period is likely to be less stringent than the process employer’s must undertake currently in relation to employees with more than two years’ service. The Government’s Next Steps document suggests a meeting will suffice in relation to the dismissal. At present, it does not appear that this procedure will apply to redundancies in the initial period’. The Government also intends to consult on the level of compensation available to an employee who is unfairly dismissed in the initial period.

          The Government has stated that this reform will take effect no sooner than autumn 2026 and this proposal is likely to be heavily consulted on.

          Fire and Rehire

          The Bill makes it automatically unfair to dismiss an employee for refusing to agree to a change in their contract of employment. A dismissal will also be automatically unfair where an employee who refuses to accept changes to their terms of employment is dismissed and replaced with another employee on new terms to carry out substantially the same role. The exception to this rule is reserved for when a business is in financial difficulty and can demonstrate that a change in contractual terms was not reasonably avoidable.

          Zero-hours and ‘low hours’ contracts

          Whilst the Bill has not banned zero-hours contracts it does establish new rules which require employers to provide ‘guaranteed hours’ to qualifying workers. Such workers will have a right to be offered guaranteed hours reflecting the hours they regularly work over a reference period (it is suggested that this period will be 12 weeks, but remains a matter for further consultation). This right will also apply to those on ‘low hours’, a concept that is yet to be defined. Workers will be entitled to reasonable notice ahead of any shift changes and compensation where a shift is cancelled, moved or curtailed at short notice. The new rules are complex and much of the detail is left to be developed by secondary legislation following consultation.

          Flexible Working

          Employers will only be able to refuse flexible working requests where they fall within the current eight statutory grounds for refusal and where it is reasonable to refuse the request. The employer must then give reasons for the refusal and explain why they consider that the refusal is reasonable. The proposed change will make it easier for employees to challenge refusals to their flexible working requests, however the penalty of 8 weeks’ pay remains the same.

          This change was stated to be “immediate” within the Government’s accompanying announcement, however there is currently no set implementation date.

          Paternity Leave, Parental Leave and Bereavement Leave

          The Bill proposes to remove the qualifying period of service required before an employee is eligible for Paternity or Parental Leave resulting in these becoming day-one rights.

          New bereavement Leave provisions, for a period of one week and applying to a wider group of people, are intended to take effect. However, the connection between the individual and the deceased will be specified in future regulations.

          As with changes to flexible working these changes were expressed as “immediate”, but there is currently no implementation date.

          Protections for pregnant employees and new mothers

          Currently new mothers returning to work have the right to be offered a suitable available vacancy if their role is made redundant during pregnancy or within 18 months of the birth of their child or adoption placement. The Bill contains a power for the Government to introduce stronger protections against dismissal for pregnant employees and family leave returners, but there is not yet any detail on what these protections might be.

          Sexual Harassment

          The requirement for employers to take reasonable steps to prevent harassment of their employees is due to come into force on 26 October 2024. This will be amended to require employers to take all reasonable steps to prevent harassment. Regulations may be made to provide detail on what steps would be considered reasonable.

          Statutory Sick Pay

          SSP will become available from the first sick day rather than the fourth and the lower earnings limit of £123 per week will be removed. The Government will consult on an appropriate level of sick pay for lower earners.

          Collective Redundancies

          Current collective consultation obligations apply where there are twenty or more proposed redundancies at one establishment (generally considered to be one location) within a ninety day period. The Bill proposes to delete the wording ‘at one establishment’, which will result in collective consultation obligations being triggered where twenty or more redundancies are proposed across an employer’s business.

          Equality Action Plans

          Yet to be established regulations will require employers with more than 250 employees to develop and publish equality action plans relating to gender equality, the gender pay gap and supporting employees through the menopause.

          Trade Unions

          Employers will be required to give workers a written statement advising that they have the right to join a trade union at the same time as they are provided with their statement of terms of employment.

          Public Sector Contracts

          The Procurement Act 2023 will be amended to protect workers transferred on outsourcing contracts and to ensure that employees of the contractor are treated no less favourably.

          Enforcement

          The Bill provides the framework for the Fair Work Agency, a new enforcement body which will have responsibility for enforcing: employment tribunal penalties, minimum wage, statutory sick pay, holiday pay and aspects of the Modern Slavery Act.

          Whilst the number of potentially significant changes may be daunting for employers there is, as of yet, no certainty as to when these reforms will be implemented and the potential for extensive consultation means that there may be changes to a majority of the proposed reforms.

          As and when further information is available our employment team will be readily prepared to update and assist our clients. 

          If you would like access to advice or need further guidance, please contact the Employment Team at Blaser Mills Law on 020 3814 2020 or email enquiries@blasermills.co.uk.

          Blaser Mills Law receives outstanding recognition in the Legal 5002025 rankings

          Posted on by Britt Thompson

          The Legal 500, one of the UK’s leading legal directories, has announced its much-anticipated results for 2024.  We are delighted to announce that we have achieved rankings in 11 practice areas, with 25 lawyers recommended.

          Department rankings
          The Legal 500 continues to rank our Employment and Wills, Trusts, and Probate teams in top Tier 1, maintaining their exceptional standing.

          Employment (Tier 1)
          The Legal 500 commends the Blaser Mills Employment team for their approachable and efficient service, noting their thorough approach and strong understanding of complex cases. One testimonial describes the team as “very approachable, efficient, and providing a thorough service,” adding that there was confidence in their ability to manage the case from the outset.

          Noel Deans received praise for his expertise, “Noel Deans is affable and provides sound legal advice. He showed an immediate understanding of our legal issue and filled us with confidence in his ability to handle any complexities.”

          Further feedback highlights the team’s collaborative and strategic approach: “It is clear that the Blaser Mills team works in a united, efficient, personal, and innovative way to deliver the best outcomes. Value for money is excellent.” Another added, “Each member of the team is 100% committed to getting the best outcome.”

          Wills, trusts and probate (Tier 1)
          The directory recognises the Wills, trusts, and probate team for their professionalism, welcoming approach, and commitment to offering sound advice. One testimonial states, “The team has served my family well over the years and is very welcoming and helpful, always there to offer advice.”

          Jonathan Gallop is known for being “very professional, knowledgeable, and approachable,” offering strong support during difficult times. Minesh Thakrar and Sara Rendell are also highlighted for their helpfulness and support, with Rendell described as “really helpful and friendly” during a probate process.

          Corporate and commercial (Tier 2)
          We are also excited to announce that our Corporate and Commercial team has improved their ranking to Tier 2.  “Blaser Mills reacts unflinchingly. We feel they have our backs and are dogged and successful in the defence of our interests.”

          The team is known for its strong communication and dedication to clients, with feedback stating, “Great communication and an obvious care for your best interests. All responses are thorough and consistently reflect integrity and accuracy.”

          The following teams have retained their rankings:

          Family & divorce (Tier 2)
          “The team are boutique in a sense that they are able to offer clients a bespoke service, clients really appreciate a personal touch point, their solicitor becomes a true emotional connection rather than just a perfunctory service. They are a first-rate team.”

          Commercial litigation (Tier 2)
          “Blaser Mills are hugely knowledgeable for our sector and always provide us with the support and advice and guidance on how best to proceed on certain cases. I value their opinion majorly and will always take their advice on situations. I trust their decisions are made with our businesses best intentions at heart.”

          Debt recovery (Tier 3)
          “They are really personable to speak to on an individual level. Every team member I interact with is so knowledgeable and goes above and beyond.”

          Contentious trusts (Tier 4)

          “Blaser Mills are the go-to firm in the Thames Valley for private wealth disputes, especially those concerning property and estates. Matthew Whipp deserves a special mention for his always reliable and exceptional client service and commercially pragmatic advice: clients love him.”

          Property litigation (Tier 4)

          “Blaser Mills champions the personal approach. You don’t feel like you are just a customer. They are on your side and trying to get the best possible outcome for you.”

          PI & medical negligence (Tier 3)

          Commercial property (Tier 3)

          Construction (firm to watch)



          Individual rankings

          We are delighted to announce that Edward Lee has been recognised as a Leading Partner.

          “Overall, Edward Lee stands out from his competitors due to his exceptional expertise, client-centric approach, strategic thinking, effective communication, accessibility, and commitment to excellence. These qualities make him a trusted advisor and valuable asset to clients seeking legal representation in corporate and commercial matters.”

          Noel Deans, Naim Qureshi and Jonathan Gallop have retained their Leading Partner status.

          “Noel Deans is affable and provides sound legal advice. He showed an immediate understanding of our legal issue and filled us with confidence in his ability to handle any complexities.”

          “I work mostly with Jonathan Gallop who heads up the wills and probate team. He leads by example, always courteous and always efficient.”


          Recommended lawyers

          Our 2025 rankings also feature existing and new lawyer recommendations, including:

          Sharron Bhandal, Minesh Thakrar, Karen Woodison, Sara Rendell, Jonathan Lilley, Kirsty Hughes, Lucinda Holliday, Kate Jones, Colin Smith, Matthew Whipp, Lewis Cohen and Victoria Harvey.

          Congratulations to all of those involved and thank you to our referee’s for their participation and feedback.


          To our full rankings please visit: L500 | Blaser Mills Law > England | Legal 500 law firm profiles | Rankings