Location

Corporate Employment

Employment – Senior Associate

The Role

We have a fantastic opportunity for a Senior Associate to join our Employment department.

The team

Our employment team features in the top tier of legal directories because we provide clearly considered and strategic advice. We understand the operational and commercial considerations associated with businesses, and our reputation is built on the results we get for our clients. The team is a close knit team based in Marlow.

Key Experience

This opportunity is ideally suited for a solicitor of 12+ years PQE, who has solid Employment experience, management or supervision experience and has an interest in business development.

Salary dependant on PQE to be discussed at interview.

A complete job description and details of the benefits are available in the attached PDF.

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.

From October 2024 employers must take reasonable steps to prevent workplace sexual harassment

From October 2024 there will be new legal duty on employers to take reasonable steps to prevent sexual harassment in the workplace.

The Worker Protection (Amendment of Equality Act 2010) Act 2023 follows an inquiry in 2018 by the Women and Equalities Committee into the extent of sexual harassment at work. The inquiry recommended existing laws were ‘beefed up’ to force employers to be more proactive about shielding workers from harm.

The legislation amends the provisions in the Equality Act 2010 to better protect employees from workplace harassment and sexual harassment, shifting the focus from ‘redress’ to ‘prevention’. It introduces a duty on employers to take proactive steps to prevent sexual harassment from occurring in the workplace, placing greater responsibility on them to make workplaces safer, and to take a robust approach to complaints of sexual harassment. 

If employers fail to take reasonable steps to prevent sexual harassment, the Equality and Human Rights Commission (EHRC) can take enforcement steps. Also, where an employment tribunal has first upheld a claim for sexual harassment, it will have the discretion to award a ‘compensation uplift’ by increasing any compensation it awards for sexual harassment by up to 25%.

What the new duty means for employers

An employer is vicariously liable for discrimination, harassment (including sexual harassment) or victimisation committed by an employee in the course of employment, unless it can show it took all reasonable steps to prevent its employee from committing a particular discriminatory act. Reasonable steps might include having an equal opportunities policy or an anti-harassment and bullying policy. The employer must also take steps to implement the policies, such as providing sufficient and regular training to staff and managers as well as regular reviews of policies.

All employers should take action to comply with the new positive obligation to prevent sexual harassment. Beyond simply trying to avail themselves of the defence that they took reasonable steps to prevent harassment, many organisations will want to use this opportunity to support their female workforce and others who are particularly vulnerable. 

Steps for employers to consider before October 2024

In order for employers to take the necessary proactive steps to prevent sexual harassment in the workplace, employers should consider implementing the following measures:

  • Ensure there is a reporting register for complaints about all forms of harassment.

This will allow ongoing monitoring to spot themes or particularly risky practices and take action to address these. There are data protection implications of creating and maintaining such a register, for instance, employers will need to identify a lawful basis and ensure any register can only be accessed on a ‘need-to-know’ basis and is appropriately secured.

  • Identify the risk of harassment in each set of roles and circumstances and thinking through specific measures to protect employees in each.
  • Take employee-facing steps such as updating and re-circulating anti-harassment tailored training to help staff members avoid the threat of harassment, and to give those who witness harassment the means to safely intervene and/or report the incident.
  • The EHRC’s guidance on sexual harassment and harassment at work contains steps employers should consider taking in order to prevent and deal with harassment at work. It is intended that the introduction of the new employer duty to take reasonable steps will be supported by the EHRC’s statutory Code of Practice on workplace harassment, which is due to be published in time for the Bill’s implementation.
  • Although the amendments to the Bill in the House of Lords removed the duty to protect workers from third-party harassment, employers may still consider third-party facing steps like installing visible signs in areas where customers interact with staff members explaining that threats, violence and harassment will not be tolerated and providing a means for bystanders to report instances of staff harassment.

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.

Business immigration

In today’s competitive job market, finding skilled workers is proving difficult for many employers. Hiring talent from outside of the UK or relocating employees from overseas can provide businesses with a solution to this problem.

Our Business Immigration lawyers can help you to engage a worker or student from overseas, whilst making sure you are staying compliant with UK laws.

Get in touch with us today on 020 3814 2020 or email enquiries@blasermills.co.uk.

Areas of expertise

  • Tier 1 (Investor) Category
  • Tier 1 (Exceptional Talent)
  • Tier 1 (General) Representative of Foreign Company
  • Tier 2 Skilled Worker
  • Sponsor Licence Applications
  • Business Visitor
  • International immigration and Visalaw Alliance
  • Immigration advice for USAF personnel
  • British citizenship
  • Permanent residence
  • Personal immigration advice

We understand the pressure businesses face when dealing with immigration law and business visa matters. Our expert immigration lawyers will work with you to simplify corporate immigration by delivering tailored business immigration services that will help you overcome the challenges.

Contact us

Get in touch with us today on 020 3814 2020 or email enquiries@blasermills.co.uk.

Employment

Employing people is an investment in your business and maintaining a positive relationship with employees is often mutually beneficial. However, the legal and regulatory landscape governing the relationship between employers and their employees is complex and constantly evolving. When things go wrong employee relations can affect your business’ finances and reputation.

Our expert employment team is here to help you navigate these challenges and minimise business disruption. We pride ourselves on getting to know how our clients’ businesses operate and tailoring practical, commercial advice to their needs.

For specialist advice contact Noel Deans on 020 3814 2020 or email employment@blasermills.co.uk. Alternatively, fill in our contact form.

About us

Our employment team is known for providing strategic, results-driven advice and our partner-led service ensures that, where necessary, an experienced senior adviser is available to provide you with guidance and support.

Our team excels in dispute resolution and litigation in employment tribunals and the High Court, with our lawyers ranked among the best in the UK’s legal directories.

Why choose us?

Our priority is to help you operate confidently and to deliver positive outcomes as quickly as possible so that you can focus on running your business.

Our team has a deep understanding of the full range of employment issues you may encounter whether that’s before, during or after the employment relationship has ended. We are trusted by our clients to advise on all aspects of UK employment law, including data protection and litigation in the Employment Tribunals and High Court. Our lawyers are ranked highly in the UK’s legal directories, Legal 500 and Chambers UK.

We provide the highest standard of service to our clients; you can count on us for prompt responses, quick turnaround and a proactive approach to helping you manage any process or issue. We are always mindful of what is proportionate regarding considerations of cost and time management and will ensure that we discuss this with you before any strategy is agreed.

Who we help

We advise and represent employers of all sizes, from small and medium-sized enterprises (SMEs) to global corporations, across many sectors. We also regularly work with HR professionals in managing workplace issues.

Our team provides guidance on the full range of employment matters, which notably include:

  • Advising a large professional services firm on several key office relocations involving 900+ employees and the ensuing consultation process which involved consideration of TUPE, redundancy and managing communication with employees.
  • Successfully representing our clients in a contract dispute (valued in excess of £5 million) heard in the International Arbitration Centre involving complex issues regarding the construction of penalty clauses.
  • Handling a sensitive employee relations issue for a British multinational firm which followed the breakdown of a relationship between a senior and junior employee and a subsequent discrimination claim.
  • Successfully defending our client against a claim of discrimination arising from long-covid.
  • Acting for a large international client which operates in the renewable energy sector on several employment law related matters including drafting contracts, policies and schemes.
  • Guiding our client through a large-scale subject access request made by an employee who was currently under investigation utilising eDiscovery software to facilitate an efficient turnaround for our client so that the investigation and subsequent disciplinary process could continue without delay.

Our specialist team also has expertise of the following:

  • Employment Tribunal and High Court litigation
  • Drafting contracts and policy documents (including staff handbooks)
  • GDPR and data protection including data subject access requests
  • Regulatory compliance
  • Redundancy (including redundancies arising from office relocations)
  • TUPE
  • Investigations, disciplinaries and grievances
  • Drafting and negotiating settlement agreements

Personalised, strategic, thorough, honest and unique 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.

LEGAL 500

Contact us

For a confidential discussion, call Noel Deans on 020 3814 2020 or email employment@blasermills.co.uk. Alternatively, fill in our contact form.

Graeme Kirk

Graeme is a Business Immigration Law Consultant at Blaser Mills Law, supporting foreign businesses establishing operations in the UK who wish to transfer staff to the UK.

Grame is one of UK’s leading immigration lawyers, specialising in business immigration law since 1981. He was Chair of the Immigration and Nationality Committee of the International Bar Association from 2000-2004 and chaired or co-chaired the IBA Global Immigration Conference from 2003-2019.

Graeme’s expertise covers most areas of UK immigration law, including assisting companies in obtaining Sponsor Licence to employ foreign nationals, Global Mobility Visas, Skilled Worker Visas, all employment and business immigration visa applications and related family applications, spouse/partner visas – supporting foreign businesses’ expansion into the UK.

Graeme has also been recognised as a ‘Leading Individual’ in the Legal 500 and  as a “Senior Statesman “ by Chambers legal directories in the UK

New flexible working regulations come into force in April 2024

From 6th April 2024, The Employment Relations (Flexible Working) Act 2023 will come into force with new flexible working regulations coming into effect. Noel Deans, Partner in the Employment team, outlines the key changes.

The new regulations incorporate a broader definition of flexible working; the traditional flexible arrangements, such as part-time work and job-sharing, remain valid, with provisions for hybrid working and reduced hours being included. They also extend the right to request flexible working arrangements to all employees, removing the previous limitations based on tenure or parental status.

The updated legislation aims to focus on setting the right conditions so that employees and employers can have an open-minded conversation about what flexible working arrangements might be possible in any given context, allowing all employees to request changes to their work arrangements and requiring employers to properly consider those requests, although they do not have to necessarily agree to them.

The headlines of the new regulations are:

Day one right
Employees will have the right to request flexible working from day 1 of their employment.
Previously 26 week’s service was required before making a request.

Two month response time
Employers need to respond to each request within two months.
Previously this was three months.

Two requests in 12 month period
Employees will be able to make a second flexible working request within any 12-month period.
Previously this was one request per 12 months.

However an employee may have only one ‘live’ request for flexible working with their employer at any one time. Once a request has been made, it remains live until:

– A decision about the request is made by the employer.
– The request is withdrawn.
– An outcome is mutually agreed.
– The statutory two-month period for deciding requests ends.
– A request continues to be live during any appeal or any extension to the statutory two-month decision period that an employer and employee may have agreed.

Employers must consult with employees
Unless the employer decides to agree to the employee’s written request in full, they must consult the employee before they make a decision. In such cases, the employer should invite the employee to a consultation meeting to discuss the request. This duty aims to prevent employers from defaulting to ‘no’ without first engaging with the employee when responding to individual requests.

Employees no longer need to explain effect of changes
The new regulations remove the requirement for employees to explain what effect the change applied for would have on the employer and how that effect might be dealt with. However, a request must be in writing and state that it is a statutory request for flexible working, and include:
– The date of the request.
– The change the employee is requesting to the terms and conditions of their employment in relation to their hours, times or place of work.
– The date the employee would like the change to come into effect.

Effectively and fairly dealing with a request for flexible working
It is crucial for employers to engage in a reasonable and timely manner when considering flexible working requests. It is important to maintain transparent communication with employees throughout the process, providing clear reasons for accepting or rejecting a request.

In handling a request, and any information that the employee discloses as part of that request, employers must not discriminate unlawfully against the employee in relation to any of the protected characteristics set out in the Equality Act 2010. The nine protected characteristics are: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.

Employers will retain the ability to refuse such requests based on specific grounds. A decision to reject a request must be for one or more of the following business reasons:

– The burden of additional costs.
– An inability to reorganise work amongst existing staff.
– An inability to recruit additional staff.
– A detrimental impact on quality.
– A detrimental impact on performance.
– A detrimental effect on ability to meet customer demand.
– Insufficient work available for the periods the employee proposes to work.
– Planned structural changes to the employer’s business.

How Blaser Mills Law can help
As the UK adopts new flexible working rules it is important to stay informed on the expanded eligibility criteria, diverse types of flexible working, and the considerations surrounding these arrangements.

Blaser Mills Law recommends that employers review their contracts of employment and flexible working policies and procedures to ensure that they are compliant with the new flexible working rules. If you would like access to advice or need further guidance on flexible working, please contact the Employment Team at Blaser Mills Law on 020 3814 2020 or email enquiries@blasermillslaw.co.uk.

Blaser Mills Law announces Chambers UK 2024 results

Blaser Mills Law is delighted to announce its results in the 2024 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 Individual Rankings

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

Client feedback
“I have relied on his vast expertise in domestic and international employment matters.”
“He gives good advice.”
“He’s strategic, sophisticated and excellent.”

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

Client feedback
“Lucinda has a really good knowledge of where a sensible settlement lies and doesn’t litigate for the sake of it.”
“I cannot speak highly enough of Lucinda and her professionalism – she has provided excellent counsel and a considered approach tailored to my specific circumstances, dealing with a high-conflict situation with grace and decorum.”
“The service she provides is exceptional.”
“Lucinda is fantastic at the job she does, with quick turnarounds and realistic outcomes when giving advice.”

Ben Langley, Criminal Defence Consultant – Ben’s contributions to the legal field have earned him a well-deserved individual ranking in the directory.

Client feedback
“He has a great attention to detail and is very client friendly.”

Retained Individual Ranking

Edward Lee, Partner and Head of Corporate, has maintained his Band 1 individual ranking.

Client feedback
“Edward is an excellent corporate lawyer who brings a great deal of commerciality as well as technical advice.”
“Edward is a highly astute and competent individual.”
“Edward is a highly competent lawyer who gives good, practical and commercial advice. He helped us navigate multiple challenging scenarios.”

New Departmental Ranking

The Employment team has received a new ranking in the 2024 guide. The team advises a wide range of clients including large corporates, SMEs and individuals. The team is multi-skilled and regularly advises clients on employee disputes, both in and out of court, as well as on day-to-day matters.

Client feedback
“They deliver for my organisation 100% of the time.”
“They are very knowledgeable and helpful from start to finish in an incredibly timely and supportive manner.”
“I always found them to be knowledgeable and able to articulate the process and legislation clearly.”

Retained Departmental Rankings

The departments of Criminal Defence, Family & Divorce, and Real Estate have once again demonstrated their exceptional capabilities and have retained their top rankings in the 2024 guide.

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

When may a disclosure at work be “protected”?

Issues occur at work and are often of a personal or commercial nature, which are unlikely to be protected.  However, sometimes, they may affect others and possibly be safeguarded.

Certain disclosures of information at work may qualify the worker for protection against resulting detrimental treatment. 

What is a “qualifying disclosure”?

Broadly speaking, a qualifying disclosure is a disclosure of information which, in the reasonable belief of the worker, is made in the public interest and tends to show any of the following types of wrongdoing or failure:

  • Criminal offences.
  • Breach of any legal obligation.
  • Miscarriages of justice.
  • Danger to the health and safety of any individual.
  • Damage to the environment.
  • The deliberate concealing of information about any of the above.

The wrongdoing can be past, present, prospective, or merely alleged.

What is a “disclosure”?

The legislation is unclear about what amounts to a disclosure of information.  However, case law shows that the disclosure can be made in writing or verbally but must convey facts (and not mere allegations of wrongdoing).   

Is the disclosure “in the public interest”?

The relevant test is whether the worker had a reasonable belief that the disclosure was made in the public interest. In practice, this issue is fact sensitive.

When considering whether the worker had a reasonable belief, the Tribunal will consider: the size of the group whose interests the disclosure relates to; the nature of the interests in question; the extent to which those interests are affected by the wrongdoing disclosed; the nature of the alleged wrongdoing disclosed; and the identity of the alleged wrongdoer.    

What is a detriment?

The worker will suffer a detriment if they have been disadvantaged at work in the view of a reasonable worker because they have made a qualifying disclosure.

Interim relief

If the detriment was dismissal, then the aggrieved employee may apply, swiftly, for “Interim Relief”. This is an application which, if successful, will provide the employee with an immediate remedy of “reinstatement” or “re-engagement” or, if the employer disagrees with that, an order for “continuation of the employment contract” to continue their employment (or pay) to the final hearing. 

Our employment law specialists prepare whistleblowing policies, provide associated advice and representation in such claims. For further information or advice please get in touch with our employment team today.

Restrictive covenants: Distinction between ‘dealing’ and ‘solicitation’

Restrictive covenants in employment contracts are included for business protection.  An employer holds certain legitimate business interests, and the confidentiality clauses of the contract may not provide adequate protection for those interests.

Such terms will only be enforceable if they provide no more than reasonable protection for the specified legitimate business interest.

Today it is more typical to include a form of non-dealing requirement, in the hope or expectation of preventing the departing employing from any form of business dealings with specified customers, colleagues or suppliers.   Although, such a requirement may sometimes be hard to enforce due to those reasonableness principles.

A non-solicitation requirement is typically included, seeking to prevent the former employee from encouraging those people and businesses to follow them in their new pursuit.

There is sometimes confusion about whether a non-solicitation obligation may bite if the customer, colleague or supplier first contacts the former employee.   In this regard, the case authority of Croesus Financial Services Ltd v Bradshaw and another [2013] EWHC (QB) provides helpful clarity (at paragraph 102):

102.  It is often assumed that there is no solicitation where it is the customer who first contacts the ex-employee. From his evidence, this seems to have been the basis on which Matthew Bradshaw proceeded. However, this is not necessarily the case and although the question who made the first contact is relevant, all the circumstances surrounding that contact must be considered, each case depending on its own facts. There is no general rule that wherever a customer initiates contact, an individual can respond and even go so far as making a presentation without breaching a prohibition on solicitation as Ms Stone submitted. Rather, these are questions of fact and degree. There is obviously a distinction to be drawn between solicitation and dealing with; accordingly, a critical element that distinguishes the two is that solicitation requires persuasion or encouragement of clients to transfer their business.

Our employment law specialists regularly advise on restrictive covenants, in the context of their drafting and enforcement.

The cost of living crisis – how to support your employees

The increased cost of living has had various effects on the labour market which employers should be mindful of. Older employees are now delaying their retirement plans meaning employers can benefit from more experienced individuals for longer. As a result of this employers will need to make sure they are adequately supporting their older employees.

Additionally, the cost-of-living crisis will be mentally distressing for many, particularly those with caring responsibilities and those from lower socio-economic backgrounds. Below, we discuss some key points to be aware of and how you can support your employees during this time.

Delayed retirement

The cost-of-living crisis has caused 2.5 million pre-retirees to delay their retirement with 1.7 million of those expecting to have to keep working indefinitely, according to a recent study conducted by Opinium Research[1].  The study of 2,003 UK adults aged 55 and over found that nearly two thirds (64%) of those who are planning to push back their retirement state they are unable to afford the loss of income.

This could be beneficial to employers struggling with recruitment as there are now more experienced workers remaining longer in the job market. However, employers should also be keen to ensure that they support the physical and mental health of their older employees. This could mean reviewing health care benefits and pension plans and updating menopause policies, for example.

How to support your vulnerable employees

Many employees will find their increased cost of living very distressing. Particularly for those with childcare needs and other caring responsibilities, finances will be tight. If employees are stressed, this is likely to negatively impact their quality of work and general wellbeing in their role. From both an ethical and commercial perspective, it will be important to support your employees during this time where possible. Below are some examples of how you can do this as an employer:

  • Ensure that you are paying your workers and employees a fair living wage.
  • Review your reward strategy which could include introducing a financial hardship fund. If introduced, this fund should be accompanied by a clear policy setting out how the fund will work in practice. Employers should seek legal advice for drafting this policy.
  • Review your benefits package. Smaller measures such as help with travel costs could be introduced if not already in place.

Undoubtedly, the cost-of-living crisis will also have a financial impact on employers, not just individuals. Therefore, if you are not in a position to offer financial help, below are some examples of non-financial support to be considered:

  • Build your communication strategy to encourage a dialogue between managers and employees about finances.
  • Train your managers to ensure they provide the right support to staff through the cost-of-living crisis, particularly in relation to mental wellbeing.
  • Offer more work flexibility e.g. improved remote working options for those with caring responsibilities.

Other considerations

Certain other considerations should be borne in mind. For example, some employees may be looking to undertake second jobs to cover their increased living costs. Employers should review their staff employment contracts to see which, if any, of their employees are contractually entitled to take on a second job. If this is contractually permitted or you nonetheless allow your employee to take a second job, employers should be aware of various legal implications of doing so. For example, under the Working Time Regulations 1998, employees must not be required to work more than 48 hours per week unless they specifically opt-out of this provision. It will be important to check how any additional work may affect this and seek legal advice where appropriate.

Supporting employees from lower socio-economic backgrounds

With those from a lower socio-economic background suffering some of the worst effects of the cost-of-living crisis, now may be a good time for employers to consider how they can support these employees both in the short term and also in relation to long-term career progression.

In a recent study conducted by KPMG, the company found that socioeconomic background has the strongest effect on an individual’s career progression, compared to other diversity characteristics.[2] The study found that individuals from lower socio-economic backgrounds took on average 19% longer to progress to the next grade, when compared to those from higher socio-economic backgrounds.

To continue combatting these difficulties, KPMG has committed to pursuing the following goals:

  • Reviewing the company’s approach to work allocation.
  • Enhancing data collection relating to progression of the company’s talent.
  • Tackling the bottleneck through piloting a new promotion readiness programme.

Whilst many companies have improved their diversity and inclusion policies and initiatives in recent years, the socioeconomic backgrounds of prospective and continuing employees are often neglected. Although this is not currently a protected characteristic for the purposes of the Equality Act 2010, the UN Special Rapporteur on extreme poverty and human rights called for ‘povertyism’ to be included in anti-discrimination law in an address to the UN General Assembly in October 2022. We are unlikely to see changes to the law anytime soon however the cost-of-living crisis may encourage more discussion on the topic. Employers should take this opportunity to review their approach to socio-economic diversity.

How Blaser Mills Law can help

Our Employment team is highly experienced in handling enquiries across the spectrum of Employment Law.  In particular, our team is adept at drafting policies, reviewing and drafting employment contracts, assisting with grievances and providing general employment advice to employers.


[1] 2.5 million plan to delay retirement due to cost-of-living crisis | Legal & General (legalandgeneral.com)

[2] Social class is the biggest barrier – KPMG United Kingdom

Sports immigration routes

Sports – Immigration routes

Any UK employer (including professional football clubs) seeking to employ an overseas national who is not a settled worker and who does not otherwise have immigration permission to work in the UK, will need to apply to the Home Office for a sponsor licence. 

Following a successful application for a sponsor licence, a UK football club would then need to comply with the relevant UK Immigration Rules when looking to recruit a player or coach from the EU or elsewhere overseas. In addition, the player or coach would require a governing body endorsement (GBE) from the Football Association in order to gain entry clearance and thereafter employment with a UK football club.

The International Sportsperson visa is for elite sportspersons and qualified sports coaches who are recognised as being at the highest level of their sport internationally. The individual in question will need to be sponsored on a short or long-term contract and have been endorsed by the FA via a GBE.

International Sportsperson visas are available for a period of 12 months or more. We advise clubs on their GBE scoring technology to help streamline international player recruitment for football clubs, providing an important solution for clubs post-Brexit.

Business immigration

Immigration route – Football Players

Once the sponsor licence has been obtained, then a sporting organisation can then look to bring in athletes from overseas.

The main immigration routes available to football players are:

  • Standard Visitor
  • International Sportsperson
  • Permitted Paid Engagement

Anyone coming to undertake/work in sporting activities in the UK, will normally need an International Sportsperson visa. The individual will need to be sponsored on a short or long-term contract and have been endorsed (a GBE) by an appropriate UK sport governing body – i.e. The FA. An example of the most common route- International Sportsperson – is set out below.

International Sportsperson

The International Sportsperson visa is designed for elite sportspersons and qualified sports coaches over the age of 16 who are internationally recognised as being at the highest level of their sport internationally. Applicants need to be sponsored on a short or long-term contract and have been endorsed by an appropriate UK sport governing body.

Your sponsor will be a UK-based sporting body, sports club, events organiser or other organiser operating in the sporting sector and will hold a sports sponsor licence. Agents and overseas-based sports clubs and organisations cannot sponsor workers on the International Sportsperson route

International Sportsperson visas are available for a period of either 12 months or less, or for a period exceeding 12 months. If your International Sportsperson visa application is successful, you will be permitted to work in the job you have been sponsored for. Supplementary employment and study will also be permitted.

Your partner and any children under the age of 18 may accompany you as your dependents. International Sportspersons who have, at any point in the last 5 years, been granted leave as an International Sportsperson for a period exceeding 12 months, can apply for settlement (indefinite leave to remain) in the UK after 5 years’ continuous residence in the UK.

International Sportsperson Visa Processing Times

Most International Sportsperson visa applications are decided within 3 weeks.  It may be possible to secure a faster decision if the visa application centre offers a priority service.

Most applications to extend stay as an International Sportsperson are decided within 8 weeks.

Sponsor Licence Applications

Generally, most football clubs operating in the Premier League and the Championship will have obtained a sponsor licence already. However, each licence type has its own specific requirements. Clubs should note that most EU, EEA and Swiss nationals arriving in the UK since 31 December 2020 now need to be sponsored in order to work in the UK.

A sponsor licence grants permission to a UK club to recruit players and coaches from outside the UK to work for them.

Clubs will need a sponsor licence in order to employ most overseas players and coaches, and this includes both non-EU nationals and most citizens of the EU, Iceland, Liechtenstein, Norway and Switzerland.

How Blaser Mills Law can help

We have experience in international and domestic regulation of football and on various matters involving stakeholders in the game.

We also advise football clubs, agents, and individual players and their families on all aspects of immigration to the UK. Our experience allows us to quickly assess eligibility and to spot issues before they develop into problems.

We are here to help with personal immigration matters including the International Sportsperson visa, Standard Partner/EEA Nationals & Family visas and more. We are also able to assist if you require any advice or help with obtaining a sponsor licence, maintaining a sponsor licence as well as complying with your sponsor duties.

Get in touch with us today on 020 3814 2020 or email enquiries@blasermills.co.uk.

Sponsor Licences: How can a business secure more skilled workers?

Sponsored licence application: What route can I take as an employer?

The UK job market is experiencing a significant labour shortage at the moment; particularly in the skilled sector. As a consequence of Brexit, the Government changed the UK’s Immigration Rules, making it easier for UK based organisations to bring in skilled migrant workers from the EU and beyond. Following an initial implementation phase, these new rules are fully operational and any UK employer will now need to apply to the Home Office for a sponsor licence when looking to employ an overseas national who is not a settled worker, and who does not otherwise have immigration permission to work in the UK.     

The type of sponsor licence application you will need to make will depend on the immigration route that the overseas worker is seeking to be sponsored to work on. Our team has a wealth of experience in this area and has assisted many UK employers in obtaining the right sponsor licence. We recently advised a major UK restaurant chain in obtaining a sponsor licence to allow it to bring in nearly 200 skilled Chefs and Sous Chefs from overseas.  

Here are some of the possible routes available.

Business immigration

Sponsor Licence Applications

If you are an employer seeking to employ an overseas national who is not a settled worker and who does not otherwise have immigration permission to work for you in the UK, you will need to apply to the Home Office for a sponsor licence

The type of sponsor licence application you will need to make will depend on the immigration route that the overseas worker is seeking to be sponsored to work on.  Each licence type has its own specific requirements. Employers should note that most EU, EEA and Swiss nationals arriving in the UK since 31 December 2020 now need to be sponsored in order to work in the UK.

A sponsor licence grants permission to a UK business to employ workers from outside the UK to work for them, in their business.

You will need a sponsor licence in order to employ most overseas workers, including Skilled Workers and UK Expansion Workers. This includes both non-EU nationals and also most citizens of the EU, Iceland, Liechtenstein, Norway and Switzerland who arrived in the UK after 31 December 2020.

In order to secure a sponsorship licence you will need to submit an application to the Home Office and pay an application fee.

Businesses of all sizes, operating in all sectors, can apply for a sponsor licence, providing they are able to satisfy the business eligibility and job suitability requirements for the category of sponsor licence they are applying for.

We also assist with sponsor licence renewals and certificates of sponsorship.

Key points for UK employers

The key points for UK employers are:

  • UK businesses need sponsor licences to sponsor workers from overseas and this includes both non-EU nationals and also most citizens of the EU, Iceland, Liechtenstein, Norway and Switzerland
  • Rebranding of visas so there are similar (but different) intra company transfer visa and sole representative routes
  • There are no changes to the skilled worker visa

Examples of the various routes under the global business mobility (GBM) route are set out below

The GBM visa route

The new GBM visa is in part a re-branding exercise of existing work and business visa routes but with the addition of a new visa routes for workers being seconded to work in the UK.

The five elements of the GBM visa route are:

  • Senior or specialist worker visa route – this replaced the intra company transfer visa and is designed for senior managers or specialist employees who are being transferred to a UK branch of an overseas company. There is a minimum salary threshold for this route or one hundred percent of the going rate for the job, whichever is higher. Applicants do not need to meet the English language requirement. However, senior or specialist worker applicants need to be currently working for an overseas business or organisation that is transferring their employment on a temporary basis to a UK based company that is linked by common ownership or control, or by a joint venture on which they are sponsored to work. 

The visa applicant must have worked outside the UK for the linked business for a cumulative period of at least twelve months, unless the worker is earning a specified sum per year or more. The senior or specialist worker route does not lead to settlement in the UK.

  •  Graduate trainee visa route – this replaces the graduate trainee intra company transfer visa and is intended for those on graduate trainee schemes who will spend part of their graduate training in the UK.
  • UK expansion worker – this somewhat nebulous title is the route that replaces the sole representative visa and is designed for senior employees of overseas businesses who are tasked with setting up a new branch or subsidiary company in the UK of the overseas parent company.
  • Service supplier route – this route replaces the contractual service supplier and independent professional route under the current temporary worker international agreement route. It is designed for contractual service suppliers employed by an overseas service provider or for self-employed independent professionals who work and are based overseas but who need to carry out an assignment in the UK and the assignment covers services covered by one of the international trade commitments of the UK.
  • Secondment worker – this is the new route and is intended for use by workers being seconded to the UK by an overseas based employer company as part of a high value contract or investment being undertaken by the employer.

How Blaser Mills Law can help

We are here to help and assist if you require any advice or help with obtaining a sponsor licence, maintaining a sponsor licence as well as complying with your sponsor duties. We also assist with personal immigration matters including short and long term visas including the Skilled Worker visa, Partner/EEA Nationals & Family visas. 

Ronaldo v Manchester United FC – Employer and Employee Relationship

Manchester United (‘Man Utd or the club’) player, Cristiano Ronaldo (‘Ronaldo or the player’), has been a fantastic player for Man Utd over the years and his transfer to the club was seen as the second coming for the club and fans. However, following his comments in his interview with Piers Morgan on Piers Morgan Uncensored, after taking legal advice, Man Utd have since announced that Ronaldo is to leave club with immediate effect.

Man Utd announced in an official statement that Ronaldo’s exit was “mutually agreed”. As a consequence, it is reported that Man Utd have saved around £15.5 million in salary by terminating Ronaldo’s employment contract early.

Nevertheless, Man Utd would have had to weigh up whether the club could bring or defend a claim for compensation before FIFA or an English court further down the track for the residual value of Ronaldo’s employment contract.

This article looks at the possible legal issues and considerations faced by both parties before a mutual agreement was finally reached.  

Standard Form Contract – Express Terms

The first port of call for the club and its legal advisors would, in all likelihood, be the employment contract between the parties. 

In this context (taking any other image rights/commercial contracts aside), Ronaldo would have signed a Premier League standard form employment contract (‘Standard Form Contract’). The express terms set out in the Standard Form Contract includes clause 3.2, which states:

“The Player agrees that he shall not:

3.2.5 – knowingly or recklessly do, write or say anything or omit to do anything which is likely to bring the Club or the game of football into disrepute, cause the Player or the Club to be in breach of the Rules or cause damage to the Club or its officers or employees or any match official”.

Clause 10 of the Standard Form Contract then deals with termination of employment by the club. Specifically, it states:

“10.1 The Club shall be entitled to terminate the employment of the Player by 14 days’ notice in writing to the Player if the Player:

               10.1.1    shall be guilty of Gross Misconduct;

               10.1.2    shall fail to heed any final written warning given under the provisions of Part1 of Schedule 1 hereto.”

Gross Misconduct is defined in the Standard Form Contract:

“Gross Misconduct” shall mean serious or persistent conduct behaviour activity or omission by the Player involving one or more of the following:

(a) theft or fraud;

(b) deliberate and serious damage to the Club’s property;

(c) use or possession of or trafficking in a Prohibited Substance;

(d) incapacity through alcohol affecting the Player’s performance as a player;

(e)breach of or failure to comply with of any of the terms of this contract,

or such other similar or equivalent serious or persistent conduct behaviour activity or omission by the Player which the Board reasonably considers to amount to gross misconduct;

Implied terms

The above sets out the written or ‘express’ terms of the Standard Form Contract.

To the extent Man Utd would not have been adequately protected by the express terms agreed with Ronaldo, it may also be able to rely on certain terms which are implied by law into an employment contract. A breach of an implied term may be enforced by an employer as if the term was included expressly in the contract.

Further, Man Utd could have been assisted by the implied duty of mutual trust and confidence, the duty (on Ronaldo) to be ready and willing to work and/or the duty to obey lawful and reasonable orders.

Contractual and Statutory Rights

In the circumstances, the club will have considered whether Ronaldo’s conduct amounted to misconduct.

A further or alternative route for the club would have been to consider whether his actions justified his dismissal for the potentially fair reason of ‘some other substantial reason’ or a breakdown in trust and confidence and reputational risk.

The employment contract would have been governed by and construed in accordance with English law and the parties submit to the non-exclusive jurisdiction of the English Courts.

FIFA – The Football Tribunal

In this context, FIFA’s Football Tribunal is also competent to hear “employment-related disputes between a club and a player of an international dimension”. In this case, we have an employment related matter between an English club and a Portuguese player.

Specifically, FIFA introduced provisions and principles of contract and employment law such that a contract may be terminated with just cause without penalty of any kind and, the principle that compensation should be paid whenever a contract is terminated without just cause.

Terminating a contract with just cause

Art. 14 of FIFA’s Regulations on the Status and Transfer of Players (‘RSTP’) states:

“A contract may be terminated by either party without consequences of any kind (either payment of compensation or imposition of sporting sanctions) where there is just cause.”

However, it then goes on to state at art 14.2, that:

“Any abusive conduct of a party aiming at forcing the counterparty to terminate or change the terms of the contract shall entitle the counterparty (a player or a club) to terminate the contract with just cause”.

FIFA’s Regulations do not provide a defined list of “just causes”. It is impossible to capture all potential conduct that might be considered just cause for the premature and unilateral termination of a contract in these circumstances. In short though, a contract may only be terminated prior to the expiry of the agreed term where there is a valid reason to do so.

As far as FIFA is concerned, when assessing whether a valid reason existed for a unilateral contract termination, the following principles should be applied, while considering the specific circumstances of each individual matter:

  • Only a sufficiently serious breach of contractual obligations by one party to the contract qualifies as just cause for the other party to terminate the contract.
  • In principle, the breach is considered sufficiently serious when there are objective circumstances that would render it unreasonable to expect the employment relationship between the parties to continue, such as a serious breach of trust.
  • The termination of a contract should always be an action of last resort
Terminating a contract without just cause

The consequences of terminating an employment contract are that the party in breach of the contract will (in almost all cases) be required to pay compensation.

However, if a party terminates a contract without just cause, or seriously breaches its contractual obligations to such an extent that the counterparty (either the club or the player) has just cause to terminate the contract, the party at fault must normally pay compensation, and unless otherwise provided for in the contract, compensation for the breach shall be calculated with due consideration for the law of the country.

In this case, the party in breach would be expected to pay the remuneration and other benefits due to the player under the existing contract. This would be the residual value of the employment contract that was terminated early.

As mentioned previously, one would be looking at compensation of anything up to c. £15.5 million. However, this would be offset by the value of any new contract that Ronaldo may have secured by the time of FIFA’s decision.

Issue – Mitigation

The duty to mitigate is a common law principle under English law that requires an employee to minimise their losses, or the damage they have suffered, after being terminated. This means that an employee must make reasonable attempts to find new employment.

Whilst FIFA regulations do not place such an obligation on a party to mitigate losses, this is taken into account when calculating the compensation due to a player if their contract is terminated unilaterally and without just cause by the club (or with just cause by the player). FIFA’s regulations make a distinction between whether the player has signed a new contract or remains unemployed.

In this respect, Ronaldo would surely have secured employment with another club willing to pay the same (or more) salary by the time any FIFA proceedings would have ended. Therefore his losses would, in theory, be nil or very close to that.

Conclusion

As it turns out, the parties came to a mutual agreement that will remain confidential. 

However, it’s no coincidence that Ronaldo sought to end to his time at Man Utd just as the World Cup started and the January 2023 transfer window opens. In doing so, Ronaldo would (through his advisors) have considered the issues in bringing a claim (either by Man Utd or the player himself) before FIFA or an English court).

Man Utd will feel very aggrieved that its star player sought to criticise the club and its staff in such a manner. Similarly, the club will have considered its legal position – which many will argue was a good one – and Man Utd would have felt confident in bringing or defending any claim before FIFA or the English courts.

Nonetheless, there is a bigger picture to consider here to the extent that the Glazer family announced (on the same day that it announced that Ronaldo had left by mutual consent) that the club is up for sale. Man Utd’s share price rose almost 17% immediately after the announcement. 

The prospect of protracted (and very public) legal proceedings with the club’s star player would no doubt have weighed heavily on the minds of the owners when considering their legal position.

In the end, a draw was probably the best result here.    

Vishal Patel

Vishal is a Lawyer in our Employment team. He has extensive experience in providing legal services and specifically in litigation.

Vishal predominantly acts for companies, ranging from small companies to large global corporations advising them on litigious matters including:

  • Unfair dismissal claims;
  • Discrimination claims (including sex, disability, pregnancy and maternity);
  • Whistleblowing claims;
  • Employment tribunal applications (including strike out applications); and
  • High court litigation relevant to breach of confidentiality and breach of restrictions.

He also undertakes non-contentious and advisory work including:

  • Drafting contracts (including directors’ service agreements);
  • Drafting staff handbook policies;
  • Investigations;
  • Disciplinary and grievance matters; and
  • Redundancy consultation and procedures.

Vishal acts on behalf of individuals advising on a range of employment law issues.

Sharron Bhandal

Sharron is a Senior Associate Solicitor in the Employment department, with experience in both contentious and non-contentious employment law.

Sharron predominantly acts for medium to large companies, including global corporations, advising them on a range of employment law issues including:

  • Responding to employment tribunal claims and defending respondent clients on claims such as:
    • Unfair dismissal claims;
    • Wrongful dismissal claims;
    • Discrimination claims (including sex, race, disability, pregnancy and maternity);
    • Whistleblowing claims; and
    • Relevant tribunal applications (including strike out).
  • Attending to and investigating disciplinary matters;
  • Investigating and responding to grievances raised by employees;
  • Advising on redundancy procedures;
  • Advising on global mobility issues (including drafting contracts); and
  • Drafting and negotiating settlement agreements/exit packages.


In addition to acting for companies, Sharron also regularly acts on behalf of individuals including senior employees, on a range of employment law issues that affect employees such as; raising grievances, responding to disciplinary matters, advising on contractual terms, redundancy issues, advising on settlement agreements and exit packages and issuing claims in relation to unfair dismissal, various discrimination claims, and whistleblowing claims.

Noel Deans

Noel is a Partner, Head of the Employment team and sit’s on the firm’s Management board.

He has over 25 years’ experience in employment law. Prior to joining Blaser Mills Law, Noel was a partner in a number of leading city and international firms.

Noel regularly advises clients on a wide range of employment law matters including privacy, appointments, business reorganization, TUPE, collective consultations, internal investigations, disciplinary hearings, breach of fiduciary duties, board disputes, dismissals, discrimination, whistleblowing, bonus and other contract disputes related to post-termination restrictions, team moves, diversion of business opportunities and partnership agreements.

Noel is good at identifying the precise issue, appropriate strategy and has a strong reputation for giving “sound stellar advice on the commercial and legal aspects” of dispute resolution.

Noel has advised a variety of clients including senior executives, FTSE100 companies and some of the largest US headquartered global corporations in a wide range of sectors, including publishing, advertising, technology, oil and gas, insurance, banking, recruitment and charities.

Noel has been ranked in the top 20 employment lawyers in the UK and is an outstanding public speaker who regularly provides training to clients and members of leading trade associations.

Noel is a member of the Employment Lawyers Association.

Hannah Funnell

Hannah is an Associate in the Employment team having completed her training contract with Blaser Mills Law.

She has experience of working for companies on non-contentious matters, including drafting employment documents such as contracts, staff handbooks and privacy notices and using eDiscovery software to facilitate employer responses to data subject access requests. She has also assisted the team in defending claims against employers in the Employment Tribunal, including claims for unfair dismissal, discrimination, and whistleblowing.

Hannah also advises individuals on both contentious and non-contentious issues including settlement agreements, contract terms and attending disciplinary hearings.

Debbie Sadler

Debbie is a Consultant in the Employment team.

Debbie has over 18 years’ of experience advising clients on HR and employment issues, both contentious and non-contentious and regularly advises clients on disciplinary and grievance procedures, outsourcing, company sales and acquisitions, settlement agreements and restructuring, including redundancy advice, TUPE and consultation. This includes drafting employment contracts and policies, including restrictive covenants, consultancy agreements and employment policies.

Her practice also covers employment tribunal and litigation claims, including unfair dismissal, disability discrimination, breach of contract, race discrimination and whistleblowing. As a former teacher, she can provide bespoke training and education to clients.

She works closely with a number of employers, including companies, schools, charities, partnerships, educational establishments and individuals.

Debbie is a member of the Employment Lawyers Association

Blaze HR and Law

If you want a complete “peace of mind” employment law and HR solution, you can access our Blaze HR and Law service that gives employers access to essential services. For more information on Blaze HR and Law click here. 

BM Data Services Limited 

BM Data Services provide a range of bespoke data protection (EU Article 27 GDPR and UK) representation and consultancy services to businesses. Our consultants are specifically qualified to advise on business issues relating to the General Data Protection Regulation (‘GDPR’), which came in to force on 25 May 2018 and general data protection requirements, including data protection officer services. For more information click here.