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Changes to sentencing and jury trials: What you need to know

The Sentencing Act 2026, which came into force on 22 March, introduces some important changes to the way criminal cases are dealt with in England and Wales. Alongside proposals to reform jury trials, it reflects a wider move towards reducing pressure on the courts and limiting the use of short prison sentences.

Longer suspended sentences

One of the key changes is the extension of suspended sentences. Courts can now suspend custodial sentences of up to three years, rather than the previous limit of two years. This gives judges more flexibility and creates greater scope for sentences to be served in the community, subject to conditions.

For defendants, this can make a real difference. Cases that may previously have resulted in immediate custody may now fall within the range where suspension is possible.

A presumption against short prison sentences

There is now a presumption that custodial sentences of 12 months or less should be suspended. In practical terms, this changes the starting point for the court. Instead of asking whether a sentence can be suspended, the expectation is that it will be, unless there is a clear reason not to.

This does not remove the option of immediate custody altogether. The court can still impose a prison sentence where the circumstances justify it, particularly in cases involving repeat offending, breaches of court orders or a risk of harm. However, the overall direction is clear, with a stronger focus on rehabilitation and managing offending in the community.

Proposed changes to jury trials

Alongside these sentencing changes, there are ongoing proposals to reform jury trials, particularly for lower level “either way” offences. The aim is to improve efficiency and reduce delays in the system.

These proposals remain subject to debate, particularly around fairness and access to justice, but they form part of a wider effort to address the pressure on the courts.

What this means in practice

For those facing criminal proceedings, these changes may lead to fewer short custodial sentences and more opportunities to put forward a structured and realistic alternative to prison.

For legal advisers, it places even greater importance on early advice, careful preparation and presenting strong mitigation to the court. If you would like advice on how these changes may affect you or someone close to you, contact Benjamin Langley on 07796 869740 or email benjamin.langley@blasermills.co.uk.

Section 21 no-fault evictions to be abolished from 1 May 2026

From 1 May 2026, Section 21 “no-fault” evictions will be abolished, marking a significant change for landlords and tenants across England.

Section 21 notices, introduced under the Housing Act 1988, have allowed landlords to regain possession of their property without needing to provide a reason, provided the correct process is followed. From 1 May 2026, this route will no longer be available.

The change sits within the wider Renters’ Right Act, which is aimed at strengthening tenant protections while ensuring landlords can still recover possession where there is a legitimate reason, such as selling the property or moving back in.

In practical terms, landlords will now need to rely on Section 8 notices and the statutory grounds for possession. This means providing evidence to support the reason for eviction, rather than ending a tenancy by way of a unilateral decision.

For tenants, the reform is intended to provide greater stability and reduce the risk of sudden or unexpected eviction. For landlords, it introduces a more structured and, in some cases, more time-consuming process.

With the new regime coming into force this week, now is the time for landlords and letting agents to review their existing arrangements and understand how the changes will affect them

Why every business owner should consider a Business LPA

Running a business means making decisions every day, often quickly and under pressure. But few business owners take the time to consider what would happen if they were suddenly unable to make those decisions. Having the right safeguards in place can make all the difference in protecting the future of the business.

What is a Business LPA

A Business Lasting Power of Attorney (LPA) allows you to appoint someone you trust to step in and make decisions about your business if you lose mental capacity.

This could be due to illness, an accident or a temporary medical issue. While many people associate LPAs with later life planning, they are just as relevant for anyone involved in running a business.

Why it matters

Without a Business LPA, there is no automatic right for someone else to take over your role.

For company directors, this can create real challenges. Even where there are other directors, their authority to act may be limited depending on the company’s governing documents. This can delay key decisions, from signing contracts to accessing business accounts.

For sole traders, the position can be even more difficult. If you are the only person running the business, it may simply not be able to operate until the issue is resolved.

In some cases, families or colleagues may need to apply to the Court of Protection for authority to act. This can be a lengthy and costly process at a time when the business needs quick decisions.

What decisions can your attorney make

A Business LPA can cover a wide range of day to day and strategic decisions.

This might include managing bank accounts, paying staff and suppliers, entering into contracts and keeping the business running smoothly. You can tailor the document, so it only relates to your business interests, keeping it separate from your personal affairs.

Choosing the right person

Appointing an attorney is an important decision. It should be someone you trust, who understands how your business operates and is comfortable making commercial decisions.

Depending on your circumstances, you may choose a fellow director, a senior employee or even a professional adviser. Some business owners prefer to appoint more than one person so that decisions can be made jointly.

Making sure everything works together

It is important that your Business LPA fits with your wider business arrangements. Your articles of association, shareholder agreement or partnership agreement should be reviewed to ensure there are no conflicts.

Taking advice at an early stage can help ensure everything works together as intended.

A simple step that offers real protection

Putting a Business LPA in place is straightforward, but it can have a significant impact. It helps protect the continuity of your business and provides reassurance to employees, clients and stakeholders.

Most importantly, it means that if something unexpected does happen, there is someone ready and able to step in without delay.

For more information or to discuss putting a Business Lasting Power of Attorney in place, please contact Niamh Minihane in our Wills, Trusts and Probate team on 01628 962262 or email niamh.minihane@blasermills.co.uk.

Private M&A in England: What international buyers need to know

Cross-border mergers and acquisitions (M&A) are central to global growth strategies, but the way deals are done can feel very different depending on the jurisdiction.

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

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

The English Law approach to Private M&A

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

  • Detailed contracts: English law is a common law system and relies heavily on detailed drafting, meaning share purchase agreements (SPAs) often run over 100 pages.
  • Disclosure-driven risk allocation: Buyers expect extensive due diligence and disclosure in relation to warranties. The disclosure letter is central as it shifts risk back to the buyer in ways that can surprise those unfamiliar with it.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Dorota Płoskowicz, Peterka Partners, www.peterkapartners.com

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

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

Francesca Biroli Justin Chow LLP Hong Kong

Mexico

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

Oscar Conde, Legem, www.legem.mx 

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

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

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

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

Top 5 tips for foreign buyers

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

Final thoughts

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

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

How we can help

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

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

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

Blaser Mills recruits well-known local lawyers to its growing Marlow office

We are pleased to announce the appointment of two highly experienced lawyers, Richard Buckeridge and Michael Cutler, to our Real Estate and Private Client teams.

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

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

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

Dave Matthews, CEO, commented:

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

Getting your affairs in order

When we think about wellbeing, we often focus on physical fitness, nutrition and mental resilience. Yet one important part of overall wellbeing is often overlooked – knowing that your personal affairs are organised and up to date.

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

Making or reviewing your Will

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

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

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

Planning for loss of capacity

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

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

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

Considering trusts and wider planning

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

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

A step towards peace of mind

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

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

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

Blaser Mills Law expands equity ownership group

Blaser Mills is pleased to announce that Louise Benning, Karen Woodison and Jane Hannaway have joined the firm’s ownership group as Junior Equity Partners, effective from 1 April 2026. The expansion of the ownership group to seven members marks an important step in the firm’s long-term succession planning, recognising those individuals helping to shape its future. These promotions come at a time of exceptional performance and sustained growth in recent years, underlining the strength and depth of talent within the business.

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

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

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

Dave Matthews, CEO, commented:

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

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

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

What is an Inheritance Act claim and who can bring one?

When someone passes away, their estate is usually distributed in accordance with their Will or, if there is no Will, under the rules of intestacy. In many cases this reflects what the person intended. However, there are situations where the outcome may feel unfair, particularly for those who were financially dependent on the deceased or who expected to be provided for.

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

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

Who can bring a claim?

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

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

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

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

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

What does the court consider?

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

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

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

Taking the next step

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

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

Five things people forget to include in their Will

Writing a Will is one of the most important steps you can take to protect your family and your wishes. Many people focus on the bigger picture, such as who inherits their home or savings, but it is often the smaller or more personal details that are overlooked. Missing information can create uncertainty for your loved ones during an emotional time.

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

1. Digital assets and online accounts

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

2. Personal possessions with sentimental value

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

3. Funeral wishes

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

4. Guardianship of children

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

5. Ongoing review and updates

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

A simple step that makes a real difference

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

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

Key considerations in preparing a company for sale

Preparing a company for a sale process is an important step to ensuring a successful transaction. It is essential to take professional advice from the outset, as this will assist the seller in navigating the complexities of the sale process and identify any issues in advance.

Structuring a company for sale

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

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

Constitutional documents and consents

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

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

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

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

Material contracts

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

Intellectual property

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

Employees

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

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

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

Property

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

Litigation

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

Get in touch

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

Chiltern Legal becomes part of Blaser Mills Law

We are delighted to announce that the highly regarded Marlow residential conveyancing firm, Chiltern Legal, has become part of Blaser Mills.


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

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

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

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

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

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

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

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

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

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

Prenuptial agreements in the digital age

Prenuptial agreements (often referred to as a “prenup”) are often associated with protecting property, inheritances and family wealth. However, as more people build financial value online, digital assets are becoming an increasingly important part of pre-marriage planning.

What is a prenup?

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

Getting the agreement right

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

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

What counts as a digital asset?

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

Why digital assets can be difficult in divorce

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

How a prenup can help

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

Final thoughts

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

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

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

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

Reforms to unfair dismissal

The Employment Rights Act 1996 affords employees who have two years or more continuous employment the protection from being unfairly dismissed. This qualifying period has long been seen as striking a balance between protecting employees and allowing employers flexibility in the early stages of employment. The current Government recently proposed a significant shift to this framework as part of its wider programme of employment law reform under the Employment Rights Act 2025 (ERA 2025).

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

Qualifying period for ordinary unfair dismissal

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

Cap removed on compensation for unfair dismissal award

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

Practical implications for employers

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

What should employers do now

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

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

Understanding Court of Protection applications in England and Wales

When someone can no longer make decisions for themselves and has not put a Lasting Power of Attorney in place, the Court of Protection can step in. An application to the Court allows decisions to be made about a person’s finances, property, health or welfare, either on an ongoing basis through a deputyship or for a specific one-off issue.

This article explains what the Court of Protection does, when an application may be needed, and what the process involves.

What is the Court of Protection?

The Court of Protection is a specialist court in England and Wales. It makes decisions for adults aged 16 and over who lack the mental capacity to make certain decisions for themselves. Mental capacity is assessed under the Mental Capacity Act 2005, which provides the legal framework for decision-making on behalf of vulnerable adults.

The Court’s role is not to take control unnecessarily, but to ensure decisions are made lawfully and in the person’s best interests. The individual at the centre of proceedings is referred to as “P”.

When might an application be necessary?

An application to the Court of Protection is usually a last resort. In many cases it can be avoided if a valid Lasting Power of Attorney was made while the individual still had capacity. Where no such arrangements exist, the Court can provide authority and clarity.

Applications are commonly needed where decisions are required about managing finances or property, such as accessing bank accounts, paying bills or selling a home. They may also be required for one-off decisions, including statutory wills, large gifts or completing a particular transaction. In some cases, applications arise due to urgent medical decisions, safeguarding concerns or disputes between family members about what is in P’s best interests.

Who can apply?

Anyone aged 18 or over can apply to be appointed as a deputy, although applicants are most often close family members or trusted friends. Where finances are complex or there are disagreements, a professional deputy, such as a solicitor, may be appointed.

Whoever applies must be suitable for the role and willing to take on the responsibilities that come with acting under the Court’s authority.

How the application process works

Applying to the Court of Protection involves several formal stages and can take a number of months.

The process starts with completing the relevant court forms, including the main application, a medical capacity assessment and a declaration confirming the deputy understands their duties. For property and financial affairs applications, detailed financial information must also be provided.

Once submitted, the application fee is paid, currently around £400, although reductions or exemptions may be available depending on P’s circumstances.

After the Court issues the application, P and other interested parties must be formally notified. This allows time for any concerns or objections to be raised. In straightforward cases, the Court may make a decision on the paperwork alone. More complex matters may require further information or a hearing.

If approved, the Court issues an order setting out what the deputy can and cannot do. A security bond is often required before the appointment becomes final.

Ongoing responsibilities

Deputies must always act in P’s best interests and within the limits of the Court order. They are supervised by the Office of the Public Guardian and must submit regular reports explaining how decisions have been made and finances managed.

Because the role carries significant legal responsibility, many people choose to seek legal advice. A solicitor can help assess whether an application is needed, prepare the paperwork, manage notifications and provide guidance once a deputy is appointed.

Get in touch

For further information or advice, please contact Karen Woodison on 01494 478613 or email karen.woodison@blasermills.co.uk.

Contract killers: structuring liability caps

Liability caps can be structured in many ways. The structure chosen matters as much as the figure itself. Poorly aligned or inconsistent drafting creates uncertainty and can unintentionally increase a party’s exposure. A simpler structure will generally ensure less ambiguity and fewer unintended results.

Single figure caps

English law contracts typically seek to specify a party’s aggregate – or total – liability, to ensure drafting certainty. The simplest and clearest way to achieve this is with a single, fixed figure that applies for the whole term of the contract. Sometimes the single cap can be a percentage of sums paid or payable under the contract. Linking the percentage to sums “paid” means the party’s liability grows with each paid invoice; whereas linking to sums “payable” is less clear as it captures both moneys paid and those that will become due. This increases ambiguity, particularly if an early claim is made, as the parties must determine what exactly they mean by “payable”.

Annual caps

An annual cap limits liability in each contract year, avoiding the risk of an early claim exhausting the cap. However, annual caps raise many challenges, such as how a year should be defined; when liability is assessed; and whether the cap is truly an aggregate total. The English courts have highlighted the tension that arises when a contract asserts that an annual cap, which by its nature renews each year, is also an aggregate cap, which is intended to be a fixed total.

Crucially, the courts have stressed that drafting should be consistent and considered. Hybrid drafting gathered from a range of sources is particularly dangerous. Combining in one clause wording suitable for a total cap with wording designed for a cap that renews for each claim, has led courts to struggle with interpretation and, in some cases, vastly increased exposure.

If you are negotiating or reviewing commercial contracts and want to ensure your liability caps reflect the commercial deal and operate as intended, seeking legal advice at an early stage can help prevent costly disputes later.

For further information or advice please get in touch with Becky Cooper, Senior Associate at Blaser Mills Law, on 01494 932614 or email becky.cooper@blasermills.co.uk.

Silver divorces: Protecting your future

A silver divorce often follows a long period of reflection. Some people in their fifties, sixties and beyond reach a point where life feels different from how it once was. Children have grown up, careers have changed and priorities naturally shift.

Deciding to separate after many years together can feel overwhelming, but it can also be the start of a more settled and balanced next chapter. Taking calm, informed steps is the best way to protect your wellbeing and your financial security.

Gaining a clear picture of your finances

Later-life separations usually involve assets built up over decades. Understanding what you have, and how it can be structured for the future, is essential. Pensions are often the most valuable part of the financial pot. They may sit in one person’s name, but the law usually treats them as joint assets to be shared fairly. A pension sharing order can help ensure that both people are able to maintain a comfortable standard of living in retirement.

Making decisions about the family home

The home often carries significant emotional weight, alongside its financial value. Some couples prefer to sell and move into separate properties, while others agree that one person stays until a future date or milestone.

The right approach depends on factors such as each person’s needs, affordability and their mortgage capacity. Taking time to explore these options carefully can help reduce stress during the transition.

Maintenance and future needs

Where one partner has reduced earning potential, maintenance may form part of the conversation. Age, health and overall resources are all taken into account. The aim is not to punish either party but to ensure that both can meet their needs and move forward with stability.

Considering adult children and wider family

Although adult children are not usually part of the legal process, separation can still affect the family dynamic. Many parents continue to support children with housing or childcare for grandchildren. These responsibilities rarely feature in court orders, but they are important to consider.

Updating Wills and long-term arrangements

Separation is also a key time to review your Will, lasting powers of attorney and any pension or insurance nominations. Keeping these up to date provides clarity and reassurance for the future.


Most people approaching a silver divorce want a respectful and practical process. Mediation and negotiated agreements can help maintain dignity and reduce conflict. At Blaser Mills, we have two experienced mediators who can support you in reaching clear and constructive solutions. We also offer a ‘separating together’ service where, in appropriate cases, one lawyer advises a separating couple jointly to help them resolve matters. 

With early advice and a clear plan, it becomes much easier to make decisions that support a secure and positive next stage of life.

If you would like to discuss your situation in more detail, please get in touch with Kate Jones, Senior Associate, on 01628 962236 or by email at kate.jones@blasermills.co.uk.

Supporting separating couples with Resolution Together

We are pleased to announce that our Family & Divorce lawyers, Naim Qureshi and Kate Jones, have successfully completed the Resolution Together training programme and will be offering this service to clients.

Resolution Together is a way of working where, in appropriate cases, one lawyer advises a separating couple jointly to help them resolve matters by agreement. It is aimed at couples who want to separate in a calmer, often kinder and more cost-effective way, without unnecessary dispute. We also offer this service to couples who need help and advice regarding the practical arrangements for the children and with which parent they should live with or spend time with, as well as help with resolving their financial and property matters on separation.

When the couple has one lawyer each, it can feel more combative, less focussed and potentially more damaging to the family. This model with one lawyer between you, naturally supports a more constructive, more amicable approach where the separation is considered holistically. This is a one couple, one lawyer approach.

We don’t believe in escalating conflict, and we work towards a more rational and considered approach. This is a way of working which allows people to feel empowered to resolve the separation together.

The four-day training programme covered the following modules:

• Resolution domestic abuse and safeguarding
• Essential skills
• An introduction to non-court dispute resolution approaches
• Resolution Together principles and procedures

The training focuses on assessing whether this approach is suitable and supporting couples who want to resolve matters together. By completing it, Naim and Kate are widening the range of non-court options available to clients and helping families move forward in a constructive way.

Our Resolution Together service will be known as ‘Separating Together. We will be sharing more information about this model and how it can support separating couples soon.

If you would like further information or advice in the meantime, our Family & Divorce team would be happy to help.

Home Office consultation of ILR

The Home Office has recently closed its consultation on extending the qualifying period for Indefinite Leave to Remain (ILR) from five years to ten. This proposal has attracted significant attention from individuals who hold ILR, those approaching eligibility, and employers who rely on overseas talent. It forms part of wider Home Office immigration changes that increase scrutiny and the cost of long-term residence.

Why the consultation matters

Many people build their long-term plans around the current five-year route to ILR. A move to a ten-year requirement would not affect those who already hold ILR, but it may influence their next steps.

Increasingly, people are asking what the proposed extension could mean for their rights and whether now is the right time to apply for British citizenship. While the consultation has now closed, the Government has not yet confirmed whether this change will be implemented, but it is already shaping behaviour and prompting forward planning.

How individuals may be affected

Indefinite Leave to Remain has long been viewed as the final settlement milestone for people who wish to remain in the UK without becoming British citizens. If the route becomes longer or more uncertain, individuals may feel that naturalisation provides greater clarity and security. Those who have been living comfortably with ILR for several years may now reassess whether to continue in that status or take the next step to citizenship.

People researching ILR to citizenship questions will also be aware that naturalisation involves meeting the good character requirement, demonstrating English language ability and passing the Life in the UK Test. These are manageable stages, but they require preparation, which is why early consideration is sensible.

Why citizenship may feel like the next step

If the ILR qualifying period does increase to ten years, those who already hold ILR are likely to feel that citizenship puts them in a stronger position. Naturalisation removes the remaining immigration restrictions entirely. It offers long-term certainty and is unaffected by future Home Office immigration reforms. This is why we may see a rise in ILR holders choosing to naturalise sooner rather than later.

What this means for employers

The proposal also carries important implications for employers who sponsor migrant workers. Visa sponsorship brings ongoing costs, reporting duties and compliance responsibilities. ILR removes many of these obligations, and British citizenship removes them altogether. If staff remain on visas for longer because the ILR route is extended, employers may face higher costs and extended sponsorship duties.

Employers with team members who already hold ILR may therefore want to discuss whether naturalisation would be beneficial. This is not a decision for an employer to make on behalf of an individual, but open conversations can support workforce planning and help both parties understand the practical impact.

Workforce planning and cost considerations

Sectors that rely heavily on sponsored employees may see the greatest impact. Recruitment costs could increase, and planning horizons may need to be longer. Understanding who in the workforce already holds ILR, who is eligible to naturalise and who may face a longer route to settlement will help businesses prepare for any future rule changes. It also supports long-term budgeting for visa fees and compliance activity.

A wider trend in immigration rules

The consultation sits within a broader pattern of tightening UK immigration rules. Recent years have brought higher visa fees, increased Immigration Health Surcharge rates and greater scrutiny of sponsor licence management. Extending the ILR route to ten years would continue this direction of travel.

Planning ahead

Although the consultation has now closed, nothing has changed yet and the Government has not confirmed whether the ten-year proposal will become law. Even so, early awareness, planning and clear communication between individuals and employers can help minimise disruption and avoid last-minute decisions.

How we can help

If you would like tailored advice on ILR, naturalisation or the potential impact on your workforce, our employment team is here to help. Get in touch with Hannah Funnell on 01628 962232 or email hannah.funnell@blasermills.co.uk.

Planning for the future: What to include in a UK Shareholders’ agreement

A shareholders’ agreement is often overlooked in the early stages of a business, when relationships are positive and everyone involved is aligned. In practice, it is one of the most important documents a company can put in place. A well-drafted agreement sets clear rules for how the business is run, how decisions are made and how change is managed, reducing the risk of disputes as the company grows for all parties involved.

The role of a shareholders’ agreement

A shareholders’ agreement is a private contract between some or all of a company’s shareholders. It sits alongside the Articles of Association but deals with matters that are often too detailed, commercial or sensitive to include in a public document. Its purpose is to provide certainty, manage expectations and create a practical framework for governing the business over the long term.

Company management and governance

Most agreements begin by addressing how the company is managed and how decisions are taken.

They typically distinguish between matters that can be dealt with by the board and those requiring shareholder approval. Common “reserved matters” include issuing new shares, selling major assets, entering into significant borrowing or changing the nature of the business. These decisions often require a higher voting threshold than a simple majority, ensuring that fundamental changes cannot be made without appropriate consent.

The agreement will also usually cover how directors are appointed and removed, whether shareholders can nominate a director, and how board seats are allocated. Provisions on director remuneration, service contracts and board procedures help promote transparency and consistency.

Share ownership and transfers

Rules governing share ownership and transfers are central to most shareholders’ agreements.

Transfer restrictions prevent shares from being sold to third parties without consent, while pre-emption rights give existing shareholders the first opportunity to purchase shares that are being sold or newly issued. This helps avoid unwanted dilution or changes in control.

Drag-along and tag-along rights are also common. Drag-along provisions allow majority shareholders to require minority shareholders to sell on the same terms as a company sale, while tag-along rights protect minority shareholders by allowing them to exit on equivalent terms.

Leaver provisions deal with what happens when a shareholder exits the business, whether due to resignation, retirement, death, illness or insolvency. These clauses often distinguish between good and bad leavers, with different valuation outcomes depending on the exit circumstances. Clear valuation mechanisms are essential to minimise the risk of dispute at a sensitive time.

Financial arrangements

Financial provisions set out how the company will be funded and how returns are distributed.

These clauses usually address how additional capital will be raised, whether shareholders are required to contribute further funding, and the consequences if they do not. Dividend policy provisions clarify when profits may be distributed and whether profits are likely to be retained to support growth. In companies with external investment, liquidation preference provisions may also apply, determining how sale or winding-up proceeds are shared.

Protecting shareholders and resolving disputes

Shareholders’ agreements often include specific protections for minority shareholders, such as veto rights or enhanced consent requirements for key decisions. Information rights are also important, ensuring shareholders receive regular financial and performance updates.

Deadlock and dispute resolution provisions are particularly relevant where shareholdings are evenly split. These clauses may include escalation procedures, mediation or structured exit mechanisms to resolve disagreements without damaging the business.

Why taking the time matters

A carefully drafted shareholders’ agreement provides stability, protects investment and creates a clear framework for dealing with change. Agreeing these terms early, while relationships are strong, is far preferable to attempting to resolve issues once a dispute has arisen. It is also essential that the agreement works alongside, and does not conflict with, the company’s Articles of Association.

If you are considering putting a shareholders’ agreement in place, or reviewing an existing one, early legal advice can help avoid costly issues later.

For further information, please contact Lewis Harvey on 01494 528188 or by email on lewis.harvey@blasermills.co.uk, who will be happy to discuss how a shareholders’ agreement can be structured to support your business and protect your position.

Children’s voices in family separation

Article 12 of the United Nations Convention on the Rights of the Child makes it very clear that any child capable of forming their own views, should have the right to express those freely in all matters affecting them. This right led to the growing importance of listening to the ‘Voice of the Child’ in family proceedings that involve the arrangements for a child.

The Courts in England and Wales use a welfare checklist to determine decisions such as how much time the children should spend with each parent. The first point on the checklist is the ascertainable wishes and feelings of the child, always considering their age and understanding.

Practice Direction 12B paragraph 4.4 of the Family Procedure Rules PRACTICE DIRECTION 12B – CHILD ARRANGEMENTS PROGRAMME – Justice UK makes it clear that children should be involved, to the extent which is appropriate given their age and their level of understanding, in making the arrangements which affect them.

In court proceedings, the children’s voices are usually heard, often with the assistance of CAFCASS (Child and Family Court Advisory Support Service). However, most families who separate do not engage in court proceedings and the arrangements for the children are resolved by the parents, often with the help of solicitors. In these cases, the voice of the child is often being unheard when arrangements are made.

Following a conference that took place on the 12th June 2025 to promote children’s voices in family separation, Sir Andrew McFarlane, the President of the Family Division at the time, recognised the importance of consulting with children in all family cases and welcomed an initiative for child inclusive mediation to be used in decisions made out of court. Children’s Voices in Family Separation – Family Solutions Group

This initiative encourages solicitors to use child inclusive mediators to ensure that the children’s voices are heard as is their right and for their views to be fed back to the parents where appropriate. It is a solicitor led process with child inclusive mediators engaged alongside the solicitors. Solicitors are actively encouraged to explain to their clients, the benefits of including the voice of the children involved in a separation.

Child inclusive mediation is a fully confidential process. It gives young people a voice and it gives parents the opportunity to make a more informed decision based on understanding their child’s experience and what matters to them.

Child inclusive mediators can be found by Searching the FMC website. Lucinda Holliday is a Child Inclusive Mediator Lucinda Holliday – Family Mediation Council

Resolving family disputes without choosing sides

Rethinking how family disputes are framed

During Mediation Week, attention often turns to alternatives to court. For many people, however, the real difficulty is not choosing a process but feeling uneasy about the idea of taking sides at all.

When a relationship breaks down, it can feel as though the only way forward is to adopt firm positions and prepare for conflict. Family disputes are frequently framed as one person versus the other, with each expected to defend their own interests. For some, that approach feels unavoidable. For others, it feels emotionally draining and at odds with the outcome they are hoping to achieve.

A neutral process, not a passive one

Mediation offers a different framework. Rather than asking either person to “win”, it provides a structured and neutral space where discussions can take place safely and productively. The focus is not on blame or point scoring, but on identifying the issues that need to be resolved and working towards practical outcomes.

A common misconception is that mediation only works where relationships are amicable. Mediation is often used precisely because communication has broken down and emotions are high. Neutrality does not mean standing back. A mediator actively manages the process, setting boundaries, guiding discussions and ensuring that both parties are heard.

Creating structure when emotions are high

Separation can amplify stress, fear and frustration, making constructive conversations difficult. Mediation is designed to slow discussions down and introduce structure, helping people move forward in a controlled and measured way rather than reacting in the heat of the moment.

This can be particularly important where there is an imbalance in confidence or communication styles. A structured process can help ensure that one voice does not dominate and that discussions remain focused on what needs to be decided.

Keeping children at the centre of discussions

Where children are involved, neutrality takes on an added dimension. Decisions about arrangements and future planning need to prioritise a child’s welfare rather than adult conflict. Mediation allows these conversations to take place in a calm and contained environment, with space to consider what will work in practice and support a child’s longer-term wellbeing.

Addressing financial matters pragmatically

Financial discussions following separation are often emotionally charged. Mediation provides a forum for finances to be discussed openly and constructively, helping both people understand their options and responsibilities without immediately resorting to adversarial positions.

Experienced mediators guiding the process

At Blaser Mills, family mediation is led by experienced practitioners who understand both the emotional and legal realities of separation. Sadie Glover is a qualified family mediator with over 20 years’ experience in family law, supporting clients to reach long-term solutions while aiming to avoid the emotional and financial strain of litigation where possible.

Lucinda Holliday is an accredited mediator in financial, and children matters and has been practicing since 2011. She is also a Child Inclusive Mediator, helping ensure that a child’s voice can be heard appropriately and sensitively within the mediation process.

If you are considering your options during Mediation Week and want a way forward that does not involve choosing sides, mediation may offer a constructive place to start.

If you’d like more information on mediation, including helpful resources and webinars, please see: https://www.familymediationcouncil.org.uk/fmw/

Is the presumption of parental involvement changing?

Many parents going through separation assume that the court will always expect children to spend time with both parents, regardless of the circumstances. While English law does begin with a presumption of parental involvement, the way that presumption is applied has become increasingly nuanced in recent years. In addition, a government review published in October 2025 signals a significant shift and is expected to lead to changes to the current legal framework.

What does the presumption actually mean?

Under section 1(2A) of the Children Act 1989, the court starts from the position that a child’s welfare is likely to be furthered by the involvement of each parent in their life. This provision is frequently misunderstood.

Importantly, parental involvement does not mean equal time or shared care. It simply means some form of involvement, which may range from direct time with a parent to indirect contact, such as phone calls, messages or letters.

The child’s welfare always comes first

The presumption of parental involvement is not absolute. It applies only where such involvement does not place the child at risk of suffering harm. The court’s paramount consideration remains the child’s welfare, assessed by reference to the statutory welfare checklist. This includes the child’s needs, wishes and feelings, and any risk of physical or emotional harm.

In practice, courts are increasingly focused on the quality and safety of a parent’s involvement, rather than assuming that involvement is always beneficial. This reflects a broader and more developed understanding of issues such as domestic abuse, coercive control, emotional harm and the impact of high parental conflict on children.

Is there a shift in approach?

Although the law itself has not yet changed, there has been a noticeable shift in how the presumption is applied. Judges are now more willing to scrutinise the evidence carefully and, where appropriate, to limit or refuse parental involvement if it is not genuinely in the child’s best interests.

This can be difficult for parents who believe the presumption gives them an automatic right to contact. The court does not determine cases by reference to parental rights, but by assessing what arrangements best support the child’s safety, stability and emotional wellbeing.

What does this mean for parents?

Every case is decided on its own facts. The presumption of parental involvement may be upheld, adapted or rebutted depending on the individual circumstances. Early legal advice can help parents understand how the court is likely to approach their situation and what evidence may be relevant.

If you have concerns about child arrangements or how parental involvement may be assessed in your case, a family lawyer can help you understand your options and the next steps.

For further information or advice, contact Maryam Abbasi on 01628 962238 or email maryam.abbasi@blasermills.co.uk.

I am getting divorced: What happens to our pets?

For many couples going through divorce, one of the most emotionally charged questions is not about money or property, but about the family pet. Dogs, cats and other companion animals are often seen as part of the family, providing comfort, routine and emotional support. It can therefore be surprising, and upsetting, to discover how the law in England and Wales currently treats them.

How the law treats pets on divorce

Under the current legal framework, pets are classed as chattels. In simple terms, they are treated as personal possessions, much like furniture or a car. If there is a dispute, the court’s focus is on ownership rather than welfare.

This means the court will look at practical and financial factors such as who bought the pet, whose name appears on veterinary records, who pays for food and insurance, and where the pet lives at the time of separation. The court is not required to consider what arrangement would be best for the animal itself.

There is no equivalent of a child arrangements order for pets. The court cannot order shared care or contact, even where both parties have played an active role in caring for the animal.

Why this can be so difficult

For many people, this approach feels out of step with modern family life. Pets are often deeply loved and form part of daily routines. Arguments about pets can quickly become highly emotive and may increase conflict at an already stressful time.

Disputes about pets can also complicate wider divorce negotiations, making it harder to reach agreement on finances or to move forward constructively.

Can couples agree their own arrangements?

Yes, and in most cases, this is encouraged. Many separating couples can reach sensible agreements about where a pet will live and how responsibility for care and costs will be shared. Mediation and collaborative law can be particularly effective in helping couples resolve these issues in a calm and practical way.

While these agreements are not the same as court orders for children, they can provide clarity and reassurance for both parties.

Should the law change?

There is growing recognition that the law has not kept pace with society’s view of pets. Other countries already allow courts to consider animal welfare when relationships break down.

In England and Wales, reform is actively being discussed. Sadie Glover, Partner and Head of the Family and Divorce team, is a member of The Working Group on Pets in Divorce. The group includes more than 20 family lawyers and barristers, alongside vets and an animal behaviourist, and is focused on changing the law so that pets are treated differently from other chattels, with greater emphasis on their welfare.

Sadie is a staunch advocate for pets, being a devoted dog owner and general animal lover. Of the current legal position concerning pets in divorce in England and Wales, she says “I, and the other members of the Working Group on Pets on Divorce are strongly advocating for a meaningful change in the law when it comes to pets. As a nation of pet lovers, I find it astonishing that we are lagging so far behind other jurisdictions. Australia, New Zealand, much of the USA, Canada, most of Europe and Latin America have already changed their laws so that pets are not considered merely property but have a different status to other property on divorce and separation. Our proposal is to adopt the Australian model which was in turn adopted from British Columbia, Canada”.

Taking advice early

If you are getting divorced and are worried about what will happen to your pet, early legal advice can help you understand your options and reduce the risk of conflict. Clear arrangements agreed at the outset can make a real difference for everyone involved, including your pet.

For further information or advice surrounding pets and divorce, please contact Sadie Glover on 01628 962239 or email sadie.glover@blasermills.co.uk.

Planning for your digital legacy

When people think about estate planning, they often focus on property, savings and personal belongings. What is sometimes overlooked is the growing digital side of our lives. Online banking, email accounts, photo libraries, subscriptions, social media and cryptocurrency can all form part of what is known as your digital legacy.

Without clear planning, these digital assets can be difficult or even impossible for loved ones to access. This can add unnecessary stress at an already emotional time.

What is a digital legacy?

Your digital legacy is the collection of online accounts, devices and digital information you leave behind. This might include online bank and investment accounts, cloud storage, email, social media profiles, loyalty schemes, and personal documents stored electronically.

Each provider has its own rules about what happens after death. Some accounts can be closed, others memorialised, and many require specific information before action can be taken. If no one knows what accounts exist or where details are stored, important assets or treasured memories can be lost.

Why it matters

Families and executors are often faced with the task of tracking down information while also coping with the practical and emotional impact of a death. Searching through devices, emails and paperwork can be time-consuming and frustrating.

Planning ahead helps ensure that the right people know what exists, where to find it, and what your wishes are. It can also reduce delays, missed assets and unnecessary complications during estate administration.

A practical, modern approach

At Blaser Mills Law, we understand the challenges families face when dealing with digital information. Estate planning today is not just about preparing legal documents. It is about organisation, clarity and peace of mind.

As part of this, we work with Zenplans. Zenplans is a secure digital platform that allows you to record and store important personal and financial information in one place. This might include details of online accounts, documents, contact information and personal notes.

You remain in control at all times and can decide who is allowed access, and when. This means trusted family members or advisers can easily find the information they need, without having to search through paperwork or devices.

Get in touch

If you would like advice on planning for your digital legacy, or would like to learn more about the tools available, please contact Niamh Minihane in our Wills, Trusts and Probate team. You can call 01628 962262 or email privateclient@blasermills.co.uk for further information.

Covert recordings in children cases: What parents need to know

If you are involved in a family law dispute about your children, emotions can run high. Parents are often worried about being believed, especially where there are allegations about the other parent’s behaviour. Some consider secretly recording conversations with their child or with the other parent as a way of protecting themselves or gathering evidence.

The Family Justice Council issued guidance on the use of covert recordings in cases involving children. This guidance is important for parents to understand before taking any steps that could affect their case.

What is a covert recording?

A covert recording is a recording made without the knowledge or consent of the person being recorded. In family cases, this can include secretly recording a child, recording handovers, or recording conversations with the other parent.

Parents often say they feel they have no choice, particularly if they believe professionals are not listening or if they are concerned about their child’s welfare.

How do the courts view covert recordings?

The guidance makes it clear that covert recordings are rarely helpful and can be harmful. The family court’s focus is always on what is in the child’s best interests. Secretly recording a child can place them under pressure, undermine trust, and involve them in adult conflict.

Judges may allow covert recordings to be considered as evidence in limited circumstances, but this is not guaranteed. Even where recordings are admitted, the court may be concerned about why they were made and the impact on the child.

Recording children is particularly concerning

The guidance draws a strong distinction between recording adults and recording children. Secretly recording a child is strongly discouraged. It can damage the child emotionally and may affect how the court views the parent who made the recording.

The court may ask whether the child understood they were being recorded, whether they felt encouraged to say certain things, and whether the recording puts them in the middle of a dispute they should be protected from.

Are there safer alternatives?

Yes. If you are worried about your child’s welfare, it is usually better to raise concerns through appropriate channels. This might include speaking to your solicitor, raising issues with Cafcass, (Children and Family Court Advisory and Support Service is an independent body in England that represents children’s interests in family court cases) keeping a factual written record of events, or asking the court to consider professional involvement.

Taking legal advice before recording anything is crucial. What may feel like a protective step can sometimes make matters worse.

Final thoughts

Every case is different, but covert recordings carry real risks. If you are considering recording conversations involving your child, or if recordings already exist, early legal advice can help you understand your options and protect your child’s best interests.

If you are dealing with a children dispute and need clear, practical advice, a specialist family lawyer can guide you through the process.

For further information or advice please contact Naim Qureshi on 01494 781356 or email naim.qureshi@blasermills.co.uk.

We’ve moved to a new High Wycombe office

We are pleased to announce the move of our High Wycombe office to a new, modern space in the heart of the town centre, just a short distance from our previous location. The move reflects our continued investment in High Wycombe and our commitment to providing high quality legal services in a more welcoming and accessible environment.

Our new address is:

Suite 4b St John’s Court, Easton Street, High Wycombe, HP11 1JX

The new office offers upgraded meeting rooms, improved facilities and a more contemporary setting, while keeping us firmly rooted in the centre of High Wycombe and close to the local community.

Our High Wycombe team continues to offer a wide range of services, including:

  • Residential property
  • Wills, trusts and probate
  • Family & divorce
  • Child care
  • Crime
  • PI & medical negligence
  • Private litigation
  • Corporate & commercial
  • Dispute resolution
  • Employment
  • Litigation
  • Property development
  • Real estate
  • Sport

Dave Matthews, CEO of Blaser Mills commented: “Remaining in the town centre was a priority for us. This move allows us to continue serving the local community from a more modern space, while maintaining the personal approach and long-standing relationships that clients value. We look forward to welcoming both existing and new clients into our new office.”

Inheritance Tax myths: What families need to know

Inheritance Tax is rarely anyone’s favourite subject, but it is an important part of planning for the future. A lot of the anxiety around it comes from things people have heard rather than from the rules themselves. Once a few common myths are cleared up, the picture is usually far less worrying than it first appears. Understanding the truth behind these myths can make the whole subject feel much less concerning.

Myth 1: Everyone pays Inheritance Tax

In reality, most estates in the UK do not end up paying Inheritance Tax. The threshold over which tax is payable is £325,000, and many estates may also benefit from the residence nil rate band, available if a home, or share of it, passes to direct descendants. This can allow up to £500,000 to pass free of tax, or up to £1 million for married couples and civil partners. The key is understanding how these allowances apply to your own circumstances.

Myth 2: My Will automatically protects me from Inheritance Tax

A Will plays a vital role in setting out who receives what, but it does not create Inheritance Tax savings on its own. Tax planning needs a combination of a well drafted Will and a wider view of your assets, family situation and long-term intentions. Without this joined up approach, opportunities for protection may be missed.

Myth 3: Gifting removes assets from tax straight away

Many people believe that giving assets away immediately reduces Inheritance Tax. In most cases, gifts only fall outside your estate once you have survived seven years from the date of the gift. There are helpful tax-free allowances, such as annual exemptions and small gift allowance, but larger gifts require careful planning and clear records.

Myth 4: Trusts are only for the very wealthy

Trusts can be useful for families of many different sizes and backgrounds. They can help protect vulnerable beneficiaries, manage assets over time and create greater certainty about how money is used. They can also help to protect assets for your children. They do involve rules and responsibilities, but they are far from exclusive. A good solicitor will help you understand whether a trust supports what you want to achieve.

Myth 5: I do not need advice because everything will go to my spouse

If you do not have a Will providing everything will pass to your spouse, then your spouse may not inherit your entire estate. Assuming your Will does provide for this, assets passing between spouses and civil partners are usually free of Inheritance Tax. This can however create unintended consequences on the second spouse’s death if the estate becomes too large, thereby then losing the benefit of some tax allowances, and leading to an overall higher tax liability. Planning as a couple often provides far better long-term outcomes for children and other beneficiaries.

Taking control of your planning

The most effective way to reduce confusion is to review your position with clear, tailored advice. A short discussion can help you understand the options available and ensure your estate passes in the way you intend, with as little tax as possible.

If you would like to discuss your own planning in more detail, please contact Veronique Gutteridge, Associate in our Wills, Trusts and Probate team, for advice. You can call her on 01494 781354  or email veronique.gutteridge@blasermills.co.uk.

Corporate team successfully acts on Performance 54’s acquisition of Sportgate International

We’re pleased to have acted for Performance 54, a leading sports and entertainment agency, on its acquisition of Sportgate International Ltd, an international event management and sports marketing agency.

The deal was announced at the infamous Hurlingham Club in London, home of the Hurlingham Polo Association and governing body of Polo in the UK and abroad.

This key acquisition brings together two organisations focused on supporting the future growth of polo.

Jed Moore, 54 Group CEO, said:
“By bringing Sportgate into 54, we’re combining their equestrian expertise with our global advisory capabilities to establish 54 as the key ally for polo’s growth, respecting its heritage while embracing innovation across every dimension.”

Josh Easterbrook, Lawyer in our Sports and Corporate team said:
“It was great to work with the Performance 54 team on this transaction. This move strengthens the sport’s development and we look forward to seeing what comes next.”

We’ve moved to a new Amersham office

We are pleased announce the relocation of our Amersham office to a new, modern space, just a short distance from our previous location. The move reflects our ongoing investment in Amersham and our commitment to delivering high quality legal services in a more welcoming and accessible environment.

Our new address

2 Lacemaker Court, London Road, Amersham, HP7 0HS

We’ve been part of the Amersham community for over 100 years and we’re still proud to call it home. Our move marks an exciting new chapter and a step forward in how we support the people who matter most.

At Blaser Mills, we are people first, and that means creating a space that better serves our clients and supports our team. With upgraded meeting rooms, improved facilities and dedicated client parking, the new office offers a more contemporary setting while keeping us close to the heart of the local community.

Our Amersham team continues to offer a wide range of services, including:

  • Residential property
  • Wills, trusts and probate
  • Family & divorce
  • Child care
  • Crime
  • PI & medical negligence
  • Private litigation
  • Corporate & commercial
  • Dispute resolution
  • Employment
  • Litigation
  • Property development
  • Real estate
  • Sport

We understand legal matters can sometimes feel complicated. That’s why we’ve created a space where clients feel comfortable, supported, and in good hands. It’s a fresh new environment, with the same trusted team.

“Amersham is more than just an office location, it’s part of who we are”, says Dave Matthews, CEO of Blaser Mills. “We’ve built long-standing relationships here, and our move signals a new chapter in how we serve the local community, with better facilities and a continued personal approach. We’re excited to welcome clients, old and new, into our new space”.

Budget 2025: How the new measures may affect individuals and businesses

The Chancellor has announced the 2025 Budget, which introduces a range of tax and policy changes that will affect individuals, families and businesses. Many of the measures focus on property, investment income and long-term financial planning.

Tax and property

  • Income tax and National Insurance thresholds will remain frozen until at least 2031, which means more people may gradually move into higher tax bands.
  • A new charge will apply to residential properties valued above two million pounds, with higher rates for more expensive homes.
  • There will also be increases to tax on dividends, rental income and other investment returns.

For many people, this may be a sensible moment to take stock of how property and investments are held, and whether their current arrangements still meet their long-term goals.

Pensions and savings

  • ISA allowances will reduce, and new limits will apply to salary-sacrifice pension contributions from 2029.

These changes may affect how people save for retirement and how they pass on wealth to future generations. A review of pension planning or estate arrangements may help ensure that existing plans continue to work as intended.

Business considerations

  • New investment allowances and lower business rates for some sectors aim to support growth, while changes to capital gains tax relief may have an impact on future business sales or succession plans.
  • Owners and shareholders may find it helpful to revisit their business structure and long-term plans in light of the updated rules.

Families and households

  • The removal of the two-child benefit cap and changes to energy bill levies will provide some support for many households.

Families whose circumstances are shifting, or who are planning for the future, may wish to look again at their wills, family arrangements or financial plans to ensure they remain up to date.

Compliance and regulatory points

  • A mileage-based road duty will apply to electric and hybrid vehicles from 2028 to 2029.
  • The soft drinks levy will expand to cover sugary milk-based and milk-substitute drinks.

These updates may affect individuals with company vehicles and businesses in the food and drink sector, so it may be helpful to check that existing policies, contracts or operational plans remain appropriate.

Supporting our clients through the changes

The Budget brings together several measures that will have different effects depending on personal and business circumstances.

If you would like to talk through how any of the changes may affect you or your organisation, we are here to help you review your position and plan with confidence.

For further information or advice please call 0203 814 2020 or email enquiries@blasermills.co.uk.

Child Care team achieves success in recent court cases

Blaser Mills Law’s Child Care team has recently represented children in several published Family Court cases dealing with complex and sensitive issues.

In Re X (A Child) (Fact-Finding & Welfare) [2025] EWFC 87, Adam acted as litigator and instructed Matthew Stott of Counsel in proceedings involving allegations of domestic abuse and sexual risk. After successfully obtaining an unusual extension to legal aid, Adam continued to act in Re X (A Child) (Disclosure to the NMC) [2025] EWFC 332, supporting the Local Authority’s application for findings to be disclosed to the Nursing and Midwifery Council.

In Buckinghamshire Council v U & Anor [2025] EWFC 365 (B), Adam appeared as advocate and achieved a direction for post-placement contact between a child and their half-sibling, reflecting the importance of sibling bonds in adoption cases which is being increasingly recognised in Family Court decisions.

These outcomes reflect Adam’s dedication to securing the right outcomes for children and helping the courts address developing and sensitive areas of family law.

How to have a good divorce

Divorce is never easy. It’s a deeply emotional and often painful process but it doesn’t have to be hostile. Each year, Good Divorce Week reminds us that separation can be handled in a way that is fair, constructive, and allows everyone involved to move forward with dignity. A ‘good divorce’ is built on respect, open communication, and a willingness to find common ground.

Start with the right mindset

The way you approach your divorce can significantly influence the outcome. Try to look ahead and concentrate on what will work best now, instead of revisiting what went wrong before. If direct conversations feel too difficult, mediation or letting your solicitor handle the communication can help keep matters on track. Setting a respectful tone early on can prevent minor disagreements from escalating into major disputes later.

Think about the bigger picture

Divorce often brings feelings of grief, confusion, and loss, making it hard to see beyond the immediate pain. Acknowledging those emotions is essential, they are a natural and valid part of the process. At the same time, gently turning your focus toward the future can help you regain balance.

Ask yourself where you hope to be in six months or a year, and what arrangements will best support healing and stability for you and your family. Keeping that broader perspective allows you to make decisions that honour both your emotions and your long-term wellbeing.

Prioritise the children

For parents, the most important goal is to protect children from conflict. They need reassurance, stability, and the continued love of both parents. Try to agree on what you will tell them about the separation and how you will handle joint decisions in the future. Children cope far better when their parents communicate respectfully and present a united front.

Get early professional advice

Seeking legal advice early on can make a real difference. A good family lawyer will not heighten conflict but will instead help you understand your rights, explore your options, and guide you toward a fair and sustainable outcome.

Explore alternatives to court

Not every divorce needs to go through the courts. Mediation can offer a calmer, more cost-effective way to agree on finances or child arrangements. At Blaser Mills, we have two trained mediators who help couples work through difficult issues and reach practical, balanced agreements. Even if some matters ultimately require a court decision, mediation can reduce conflict, time, and expense.

Be open, honest and realistic

A fair settlement depends on transparency. Hiding assets or delaying disclosure only prolongs the process and increases costs. Focus instead on what each of you needs to move forward and begin the next chapter of your lives with fairness and integrity.

Look after yourself

Divorce can be emotionally exhausting. Make space for rest, connection, and self-care, whether through friends, family, or professional support. Taking care of your wellbeing helps you think clearly and make thoughtful decisions for yourself and those who depend on you.

A good divorce is about how you handle it

A ‘good divorce’ doesn’t mean it’s painless, or that you stop caring. It means you’ve chosen to navigate a difficult transition with maturity, empathy, and respect. With the right mindset, advice, and support, it’s possible to separate well and to move forward toward the next stage of life on steadier ground.

For further information or advice please get in touch Maryam Abbasi on 01628 962238 or email maryam.abbasi@blasermills.co.uk.

Blaser Mills expands in Buckinghamshire with new Marlow headquarters

We have significantly increased our presence in Marlow, tripling the size of our office space in the town. The office at Liston Exchange in central Marlow will now be our headquarters and will be home to 80 of Blaser Mills’ 140 personnel. At the same time, we are also upgrading our established presences in High Wycombe and Amersham.

The Marlow office is in a prime location to serve our ever-growing local client base. It has a dedicated suite of meeting spaces for clients and has been designed to fully accommodate modern, flexible working practices for staff. We followed our approach of using local providers wherever possible, employing the services of Buckinghamshire-based Miles Shepherd to help us with the fit out.

The move forms part of our overall vision, encompassing multi-million pound investment into premises and IT projects over the next 24 months; enhancing the experience of our clients and employees.

“Four years ago we viewed the large premises at Liston Exchange and felt that it was the perfect location for us but was too early to move such a large part of the firm’s operation. Thanks to the exceptional performance and growth of the firm over the last few years we now find ourselves moving into these new modern offices.

Marlow has become a key location for us, both in terms of the work we do and the clients we support. Expanding here allows us to continue growing, based in a space that better supports our people and the high standards of service we aim to deliver.

The Marlow headquarters offers our full range of legal services, including:

  • Residential property
  • Wills, trusts and probate
  • Family & divorce
  • Child care 
  • Crime
  • PI & medical negligence
  • Private litigation
  • Corporate & commercial
  • Dispute resolution
  • Employment
  • Litigation
  • Property development
  • Real estate
  • Sport

We are now firmly established as Marlow’s law firm and look forward to welcoming both existing and new clients to our office.

Making Christmas work for everyone after separation

For many families, Christmas is a time of excitement and tradition. But for separated parents, it can also be emotional and sometimes difficult, especially when deciding where the children will spend the holidays. The best way to avoid conflict is to plan early, keep communication calm, and focus on what really matters which is making Christmas happy for the children.

Start the conversation early

The best way to prevent a last-minute argument is to talk about arrangements well before December. This gives everyone time to think things through and avoids rushed decisions when emotions are high. Many families choose to alternate Christmas each year or divide the time, such as one parent having Christmas Eve and Christmas morning, and the other having Boxing Day. Every family is different. What matters most is finding an arrangement that feels right for the children and manageable for both parents.

Keep the focus on the children

Children notice when things feel tense, even during happy times. They do best when parents work together and make plans that let them enjoy Christmas with both families. It helps to think about where they will feel relaxed, secure and able to have fun. Even small compromises, like sharing a few hours on Christmas morning or arranging a video call, can make a big difference.

Use mediation if needed

If discussions become difficult, mediation can help. At Blaser Mills we have two trained mediators who can provide a neutral space to talk things through and reach an agreement that works for everyone. Mediation is often faster, less stressful and far cheaper than going to court. Solicitors can also help parents negotiate calmly and record what’s been agreed in writing, giving clarity for the future.

Avoid leaving it too late

If you do need a court order to settle arrangements, it’s important to act early. The family courts see a surge in applications leading up to Christmas, and deadlines for festive hearings are usually set in the autumn. Leaving things until December often means there’s no time for a decision before the holidays. Taking early advice can help you understand your options and reduce uncertainty.

Keep communication kind

When emotions are high, it’s easy to let frustration spill into messages or handovers. Keeping communication polite and focused on practical details helps avoid unnecessary tension. Using apps or written calendars can also make planning simpler and reduce misunderstandings.

Christmas doesn’t have to be a battleground. With early planning, open communication and a willingness to compromise, most parents can find arrangements that work.

At Blaser Mills, our Family Law team supports parents in finding calm, practical solutions to child arrangements. To speak to our team, get in touch with Sadie Glover on 01628 962239 or email sadie.glover@blasermills.co.uk.

Employer and employee rights on overtime pay in England

Overtime is a regular feature of working life in England, helping businesses manage busy periods while giving employees the chance to earn extra income. At times rules surrounding overtime are not always clear. Rights and obligations depend on employment contracts, workplace policies and employment law. Understanding how these interact is key for both employers and employees to ensure fair treatment and avoid potential disputes.

What is overtime?

Overtime simply means any work done beyond an employee’s normal contractual hours. These hours are usually set out in the employment contract, though they can sometimes be implied by custom and practice.

Overtime can be compulsory or voluntary. Compulsory overtime may be guaranteed, where extra hours must be offered and worked, or non-guaranteed, where hours are offered as needed but must be accepted. Voluntary overtime gives employees the choice to accept or decline extra work. The type of overtime usually depends on the terms of the contract and company policies.

There is no automatic right to extra pay for overtime. Whether additional hours are paid depends on the employment contract. If a contract sets an overtime rate, such as time and a half or double time, the employer must pay it. If not, payment is at the employer’s discretion, as long as average pay does not fall below the National Minimum or Living Wage. For salaried staff, contracts often state that the salary covers all reasonable extra hours, but employers must still ensure overall pay meets the legal minimum.

The Working Time Regulations

The Working Time Regulations 1998 (WTR) set legal limits on working hours and entitle workers to rest breaks. Employees cannot be required to work more than an average of 48 hours a week over a 17-week period unless they have signed an opt-out agreement.

Workers must have at least 11 consecutive hours of rest every 24 hours, one full day off each week (or two every fortnight), and a 20-minute break during shifts longer than six hours. Night workers are limited to an average of eight hours in any 24-hour period.

Employees cannot be forced to opt out or penalised for refusing, and rest break entitlements apply regardless of any opt-out.

Employer responsibilities

Employers have broader responsibilities when managing overtime, they must ensure overtime arrangements comply with employment contracts and the law. Employers are legally required under the WTR to keep records showing compliance with working time limits and rest breaks, and to apply overtime opportunities fairly without discrimination.

Holiday pay must also reflect regular and consistent overtime, even if voluntary, to ensure workers are not paid less than usual when on annual leave. Irregular or one-off overtime is generally excluded.

Employee rights

Employees are entitled to be paid for overtime in line with their contract, and they can refuse to work more than the 48-hour average weekly limit unless they have opted out. They are also entitled to the daily and weekly rest periods guaranteed by the WTR and to rest breaks during their working day. An employee cannot be dismissed or treated unfairly for refusing to work hours that would breach these limits.

For many employees, it is also important to understand how overtime affects holiday pay, redundancy pay and pension contributions. Overtime may count towards redundancy pay and pensionable pay if it is regular and forms part of normal earnings, though this depends on the scheme rules in the case of pensions.

Understanding the rules around overtime helps both employers and employees maintain fairness, compliance and good working relationships. For further information or advice please contact Hannah Funnell on 01628 962232 or email Hannah.funnell@blasermills.co.uk.

Chambers 2026 results announced

Blaser Mills Law is delighted to share its results in the 2026 Chambers UK Legal Directory. Chambers UK is a leading legal guide that recognises the top law firms and lawyers across the country based on in-depth research and client feedback.

Corporate: Band 3
Blaser Mills Law’s Corporate team continues to be recognised for its expertise in domestic and cross-border transactions, advising clients across a wide range of sectors. Clients praise the team’s responsiveness and practical approach.

‘They were highly responsive considering the very tight time frame. Their advice was always spot on.’
‘The team had a pragmatic approach and kept things simple.’

Edward Lee: Band 1
Head of Corporate and Commercial, Edward Lee, has once again achieved a top-tier ranking for his expertise in Corporate/M&A. Clients commend his straightforward and solutions-driven style.

‘Edward was solution-oriented and pragmatic.’
‘It was very easy working with Edward Lee.’

Crime: Band 2
Blaser Mills Law’s Crime team has been recognised for its expertise in representing clients across a broad range of criminal matters, including serious motoring offences and regulatory investigations. The team is praised for its responsiveness and commitment to client care.

Ben Langley: Band 2
Consultant Ben Langley continues to be ranked for his work within the Crime team. Clients value his approachable nature and strong support throughout challenging cases.

‘Ben offers good client care.’

Employment: Band 4
The Employment team continues to be recognised for its pragmatic and business-focused advice, achieving a Band 4 ranking in Chambers UK 2026. Clients value the team’s commercial understanding and clarity of communication.

‘Absolutely superb and excellent! They understand how differing factors can affect our business goals, enabling them to fully tailor their legal advice so that it best meets our objectives.’
‘Their clear, concise information meant we always felt like we were one step ahead.’

Noel Deans: Band 4
Head of Employment, Noel Deans, has once again been recognised for his exceptional expertise and client service. Clients praise his balanced, strategic approach and ability to combine calm professionalism with clear, effective advice.

‘Noel provided the right balance of strategic and tactical advice with an outstanding level of finesse and calm in his approach. I was truly impressed and extremely satisfied.’
‘Noel is absolutely amazing on all levels – he is a superstar!’
‘His insight, knowledge and service were exemplary.’
‘He is very, very impressive – engaged, enthusiastic and strategically capable of seeing the bigger picture.’

Family & Divorce: Band 3
Blaser Mills Law’s Family & Divorce team continues to be recognised for its sensitive and practical handling of complex family matters. The team is known for its pragmatic and constructive approach.

‘Blaser Mills Law takes a practical and pragmatic approach to matters.’

Lucinda Holliday: Mediation spotlight
Consultant in the Family and Divorce team, Lucinda Holliday, has been recognised in the Mediation Spotlight for her calm, reassuring approach and her ability to keep matters progressing smoothly.

‘Lucinda Holliday is immensely reassuring to clients. She’s able to identify the issues, make sure the case goes smoothly and is very good at pushing matters forward.’
‘Lucinda is very smart, with quick intellect and a very pleasant manner.’

Naim Qureshi: Band 4
Senior Associate Naim Qureshi has once again been recognised for his expertise in complex financial and children matters. Clients appreciate his calm presence and thoughtful advice.

‘Naim Qureshi is a very sensible and clever solicitor.’
‘Naim is just such a reassuring presence. He’s very calm and has got a very gentle hand on the tiller.’

Real Estate – Band 3
Blaser Mills Law’s Real Estate team has been recognised for its strong commercial property expertise and client-focused service. The team advises a wide range of clients on acquisitions, disposals and development projects.

‘They have a dedicated division to deal with matters with speed, accuracy, pragmatism and total knowledge of the area of expertise.’
‘We appreciate Blaser Mills’ communication, speed of response and level of expertise.’

Congratulations to all those recognised in this year’s guide. Thank you to our clients for their feedback and ongoing trust in our firm.

DIY probate risks

When someone dies, their estate (their physical and digital property, money and possessions) usually needs to go through a legal process called probate. In England and Wales, probate is the way the court confirms that a Will is valid and gives the executors the authority to deal with the estate. If authorised a certificate known as a ‘Grant of Probate’ is given.

If there is no Will, the intestacy rules apply, and a similar process is applied through what is known as ‘letters of administration’.

Some people decide to apply for probate themselves, but many choose to work with a solicitor. Dealing with probate on your own, often referred to as ‘DIY probate’, can seem like a way to save money but in reality, it can bring challenges and risks that are not always obvious at the start.

What probate involves

Probate is more than just a formality. It is the process of confirming that a Will is valid and gives executors the legal authority to carry out their duties in the management, transfer and sale of assets. Without it, banks, building societies and other institutions will not usually release funds or transfer property and executors are unable to carry out the wishes of the Will.

Applications can now be made online in most cases. If the estate is worth more than £5,000, there is a court fee of £300, while no fee is payable below this threshold.

Why people consider DIY probate

The most common reason is cost. Some also feel that, if an estate appears straightforward, it may not need professional involvement. In practice, however, even simple estates can hold unexpected complications and mistakes can often escalate into unwanted delays and costs.

Where difficulties can arise

Probate places significant responsibilities on the executor. They must calculate and pay any inheritance tax, settle any debts or expenses and deal with the estate assets in line with the Will or intestacy rules. This can become more complex where Trusts are involved and are required to be registered, set up and managed post death.

Before distribution can be made, executors must also take consideration in relation to any tax returns to HMRC for income tax and capital gains tax applicable for the estate.

If errors are made, the executor can become personally liable.

Areas where problems often arise include:

  • Inheritance tax, income tax and capital gains tax which can be complex, even for modest estates
  • Understanding legal wording in Wills
  • Ensuring all debts are identified and settled before making distributions
  • Handling property matters, particularly where there are mortgages or shared ownership
  • Managing relationships between beneficiaries, which can sometimes be sensitive

When DIY probate may be less of a risk

If an estate is very small, contains no property, has only a few beneficiaries and no tax to pay, it may be possible for an executor to handle matters themselves. Even then, it is important to know when a grant of probate is required and follow the official guidance carefully to understand the responsibilities involved.

Value of professional support

Working with a solicitor brings peace of mind. It can save considerable time and stress, and it means that complex issues are handled correctly from the start.

A solicitor can deal directly with HMRC, Land Registry, DWP, the Probate Registry and answer any legal or tax questions, helping to protect the executor from personal risk.

Probate is an important process that ensures an estate is dealt with properly and fairly. While it is possible to manage it yourself, professional advice often makes the journey smoother, protects against mistakes and provides reassurance at what can be a difficult time.

If you are facing probate and would like to discuss the best way forward, our team is here to guide you through every step.

For further information or advice please contact Jonathan Gallop on 01628 962259 or email jonathan.gallop@blasermills.co.uk.

Blaser Mills welcomes Niamh Minihane as Partner

We are delighted to welcome Niamh Minihane to Blaser Mills Law.

Niamh joins us as a Partner in our Wills, Trusts & Probate team. A highly experienced private client solicitor, she has over 20 years’ experience advising individuals and families on complex estates and succession planning.

Recognised as a Next Generation Partner in the Legal 500 for her expertise, Niamh brings a wealth of knowledge to the firm. Based in our Marlow office, she will play a key role in supporting the continued growth of our Wills, Trusts & Probate department.

We warmly welcome Niamh to Blaser Mills Law and look forward to the contribution she will make to our clients and the team.

Standish v Standish: five key principles

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

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?

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

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

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

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

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

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

    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

    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

    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

    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

    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

    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

    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

    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

    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

    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

    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

    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

    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?

    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

    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

    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

    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

    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?

    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

    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

    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.

    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?

    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 with married couples where the position is different.

    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 childcare) 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. If there are no children involved, 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

    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

    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

    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

    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

    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

    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

    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

    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

    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

    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

    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

          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

          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

          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

          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

          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