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Why a Lasting Power of Attorney is a business essential

What is a Lasting Power of Attorney (LPA)?

An LPA is a legal document appointing up to four people you know and trust to manage your affairs should you lose mental capacity. There are two types of LPA: one for property and financial affairs; and one for health and welfare.

Here, we focus on the former and how it could help you future-proof your business.

It is important to sign an LPA and register it with the Office of the Public Guardian (OPG) whilst you have the mental capacity to understand its power and implications.

Why have an LPA?

If you lose mental capacity without signing a valid LPA, it could create serious problems for your family and business. Remember – family members do not automatically have the right to decide for a mentally incapacitated person. These rights can only be granted by a valid LPA. So, if no LPA is in place, your next of kin would have to apply to the Court of Protection for a deputyship order which can take up to 12 months to obtain.

As well as being expensive, the deputyship process carries a heavy administrative burden, and many business decisions must be put on hold. Without someone to sign cheques, pay bills and make important management decisions, the business may be unable to operate effectively.

Why have a business LPA?

Most people are unaware that you can appoint someone to act for you under a business LPA and a personal LPA. It may be appropriate to appoint different people to act under each power, depending on the circumstances and the type of business you operate. You should consider whether the person you want to be your business attorney has the relevant skills to manage your business effectively. Will the attorney be able to act in your best interests, or would a conflict of interest arise?

One thing that is often overlooked is how an LPA might affect the documents governing the constitution of your business.

  • If you are a company director/shareholder, you must consider the articles of association of your business and/or any shareholders agreement.
  • If your business is a partnership or LLP, you should consider the partnership or members agreement.

It is possible there will be provisions within these documents that impose specific restrictions preventing the appointment of an outsider from acting for you/your business.

If not already in place, you should consider establishing an agreement between the shareholders/partners to dictate what should happen in the event of a key shareholder/partner’s death or illness.

Business issues to consider when drafting your will

There are also important issues to think about when drafting your will. Can you gift your share of the business to family members or would that breach the company’s constitution? Would your business partners be prepared to carry on the business with your spouse or child in the event of your death or illness, or should they have the right to insist that your share is sold to the remaining owners? This. of course. applies equally to your business partners should one of them fall ill. A shareholders’ agreement would address these issues and plan for such eventualities.

In short

  • Don’t underestimate the impact your will and estate planning will have on your business affairs.
  • A Lasting Power of Attorney (LPA) can mitigate many of the problems that arise when a business owner, director or shareholder loses mental capacity.
  • Most people are unaware that you can appoint someone to act for you under a business LPA and a personal LPA.

We can advise on other related issues, inheritance tax legislation and protective measures against LPA abuses.

If any of the issues in this article apply to you, contact James McMullan today.

Note: This is not legal advice; it is intended to provide information of general interest about current legal issues.

The life stages of legacy planning

The researchers also found that of those who had made a will, many who had experienced a significant life event, such as marriage or having a baby, had not done anything to update it or their legacy plans.

“…three in ten (31%) experienced a significant life event such as marriage or having a baby, yet more than half (53%) have not updated their will.”

But having a will setting out what you wish to happen to your children if you die before they reach 18 is the only legal way to be sure they will be provided for and brought up in the way you wish. Similarly, did you know that on marriage, your will becomes automatically invalidated, and on divorce, any gift or appointment in your will to an ex-spouse is invalidated?

Whether moving in together, marrying, entering a civil partnership, having children, divorcing, re-marrying or a new civil partnership, each of these momentous life stages has an important impact on the outcome if you were to die without leaving a will.

That’s why it is so important to have one in place and to keep it up to date, yet so many of us resist managing what will happen when we die. For some, they think having a will and legacy planning is only for the wealthy; some simply want to avoid making difficult decisions.

For others, it’s because they believe the urban myths around what happens on death, imagining their assets go automatically to their partner or that their family will be able to decide how to distribute them. That is not the case, as without a will the intestacy rules come into play. These are a strict set of rules which govern how a person’s estate is distributed if they die without a will – which is known as dying ‘intestate’.

What’s the problem with allowing the intestacy rules to apply?

Just two examples are that the rules do not include any provision for cohabiting partners, and children under 18 can receive assets without any control over how the money is spent.

In such circumstances, it is unlikely that you would want this to be the outcome and emphasises the importance of how you approach making a will. It is not something to be set in stone and locked away to gather dust but should be a living document. It should reflect your wishes at the time you write it, but as life moves on and your circumstances change, so should your will and inheritance planning.

Writing a will is also a good time for couples to consider inheritance tax implications, particularly for those who are cohabiting, as they will not benefit from the inheritance tax exemptions and transfers available to spouses and civil partners.

So, when should you think about writing or updating your will?

Let’s look at what happens at some key life stages:

Buying a property

If you buy a property alone and have no children and no partner to consider, you may feel you can leave things to the intestacy roulette wheel, which would distribute the value to parents or close relatives if you were to die. But in most circumstances, you will want to protect the interests of those close to you. This is particularly important for cohabiting couples who buy a property together or agree that one has become entitled to a share or where children are involved from previous relationships.

The ownership needs to be structured to reflect this and the intentions of each upon death. Property can be owned as ‘joint tenants’, where there are no defined shares in the property, irrespective of contribution. Here, the whole property would pass automatically to the other when the first dies, regardless of the intestacy rules or any will. Or it can be owned as ‘tenants in common’, where each will own a specific share – which can be in any proportion, by any agreed calculation – leaving them free to choose what happens to their share of the property on death. This enables a share to be left to children or others directly; it can also be structured within your will to allow the survivor to continue living in the house until they die or for a set period, as explained below.

Protecting assets for children from an earlier relationship

A common challenge is around ring-fencing assets you bring into the relationship and how to provide for children from previous relationships.

Together with appropriately structured property ownership, using trusts can offer effective solutions to practical day-to-day problems. Say, for example, that in your new relationship, you each wish to provide for the other while making sure that children from an earlier relationship do not miss out. These two objectives can be achieved quite simply if a couple leaves their estate, or whatever proportion they choose, in trust for the survivor and then to their respective children following the survivor’s death. This way, if the husband dies first, his wife will have the use of the assets in his estate for the rest of her life, but when she dies, those assets will pass to the husband’s children.

While you need specialist help to get trusts right, it’s not something that is just for the wealthy and should be a straightforward aspect of drawing up your will for a solicitor experienced in this area, including those who are members of the Society of Trust & Estate Practitioners (STEP), like our partner and head of private client, James McMullan who is a full member of STEP.

Moving in together

Cohabiting couples do not have the protection that comes with marriage or civil partnership, but many still believe in the idea of so-called ‘common law marriage’, assuming they have legal rights on death, only to discover the harsh truth when the worst happens.

Some of the difficulties that play out for cohabiting couples have been touched upon above in relation to property and how to provide for children from a previous relationship. It cannot be emphasised enough that the only way to avoid uncertainty is by making a will. Otherwise, the division of assets belonging to a cohabitee will be decided by the intestacy rules, which do not provide for cohabiting partners. Typically, the whole of the estate would go to the children, or if they have none, to parents or other family members, and a surviving cohabitee may be turned out of the couple’s home if it was not held in shared ownership. While the survivor may have grounds to apply for financial provision under the Inheritance (Provision for Family and Dependants) Act 1975, this is a slow process and can be very costly.

Getting married

Many people do not realise that any existing will is automatically revoked when you get married or enter into a civil partnership, so together with the wedding cake and the honeymoon destination, this is an important item on the checklist. If you want to agree on what will happen to any assets that you bring to the marriage, whether this is your first or subsequent marriage, you may want to consider a pre-nuptial agreement that can set out the intentions on both sides.

Our specialist family lawyers can help you.

And as for your will, you don’t have to wait until you’ve completed the marriage or civil partnership ceremony to draw up a will that will be valid once you’re married, just so long as it has been made specifically in contemplation of that marriage or partnership.

Having children

This is one of the most life-changing events that can happen to us. While we are focused on how to protect our children on a day-to-day basis, we should not overlook the importance of protecting them if we were to die while they are young. If you have children under 18, you should use your will to appoint guardians, as the guardians will be legally responsible for the children if both parents die before the children become adults. While the children may live with the guardians, this is not always the case, and you can name one or more guardians to serve. You can also give a substitute or say what would happen if any named guardian were to separate or divorce.

Your will can set out your intentions on how the children are to be raised by the guardians, for example, their schooling or maintaining contact with grandparents or the age at which you would wish your children to inherit. Legally, this cannot be before 18, but you may wish for them to wait until they reach a more mature age, such as 25. And, if any child has any special circumstances that may affect their capacity to manage their inheritance or personal well-being, such as a disability or some form of drug or alcohol addiction, again, you can make provision for this.

Getting divorced

Often overlooked in the emotional upheaval of divorce is getting an up-to-date will in place. If you have an existing will that leaves everything to your spouse, it will remain valid until the decree absolute is confirmed, even if you have separated or received your decree nisi, meaning the spouse you are divorcing would benefit if those are the terms of your will.

Equally, if you do not have a will and something were to happen to you before the divorce is completed, then the intestacy rules would apply, and, again, it would be the spouse you are divorcing who would benefit, not any new partner, parents or siblings.

If you need help with legacy planning or drafting or updating your will, contact James McMullan today.

Note: This is not legal advice; it provides information of general interest about current legal issues.


Whistleblowers: A quick guide

The term ‘whistleblowers’ has in the past (rightly or wrongly) brought to mind negative connotations. A whistleblower might have a personal agenda or an axe to grind. They may be deliberately trying to sabotage a company or individual. Or they may revel in causing trouble. For many years, that was the public opinion of a whistleblower, primarily because those who felt compelled to speak out often did so behind a cloak of anonymity. This was because they feared for their future, their job, or, in some extreme cases, their well-being.

Today, we have a much more positive view of whistleblowers. They’re seen as people who are brave enough to speak out against corruption, wrongdoing, or unacceptable working conditions and practices. So, who do you talk to if you’ve reached your limit and need to speak out?

What is a whistleblower?

This is the term used to describe a worker who passes on information concerning certain types of wrongdoing. Such a report is known as making a ‘protected disclosure’. You could be a whistleblower if you see something at work affecting others (including the general public) and decide to speak out. It may be signs of malpractice, a risk or actual damage to the environment, a criminal offence or perhaps dangerous working conditions that could potentially put lives at risk.

Is my job at risk?

Whistleblowers are protected by the Public Interest Disclosure Act 1998 (PIDA), which means it’s against the law for anyone to be treated unfairly or dismissed because they have blown the whistle.

The law gives protection to those who expose severe issues within the workplace. So no, you should not be concerned about losing your job because you’ve chosen to speak out, but understandably, you may be. If you’re a worker, for example, an employee in the NHS, a police officer or an office worker, your job security is protected, even if you decide to go public with your concerns.

Trainees and interns are also protected, as are agency workers.

The law holds that workers are protected against both victimisation and dismissal where a protected disclosure has been made.

What is a ‘gagging clause’?

A ‘gagging clause’ or confidentiality clause, as it’s more commonly referred to, is an agreement either within a contract of employment or drawn up separately between an employer and an employee. They commonly appear in settlement agreements and other forms of severance agreements. Such clauses prevent employees from disclosing information about the company or people they may work with.

The Employment Rights Act 1996 renders gagging clauses unenforceable if they prevent a worker from making a protected disclosure. Even if one has been signed, a whistleblower can still go on to expose any wrongdoing as long as it’s in the public interest.

Care must be taken not to confuse these with reasonable non-disclosure agreements, which are generally included from the outset within a contract and cover things such as not disclosing to other potential rival companies the details of customers or clients.

Personal grievances

Suppose your issue may be regarded as a personal grievance rather than something that could affect others. In that case, you may not be covered by any legislation that protects whistleblowers. If you feel the issue is more of a personal grievance, you should refer to your employer’s grievance policy.

If you are uncertain, you should seek legal advice.

Who do I tell?

You can go directly to your employer personally or anonymously, but this may not have any real effect. Your employer may have a whistleblowing policy in a staff handbook that you should read before considering your next steps. Such a policy will explain what you should expect and should also direct you to external bodies if you cannot speak to your employer directly. However, regardless of their policy, you can still report your concern to them.

Alternatively, you can go to a ‘prescribed person’. The prescribed person will depend on what you are blowing the whistle on. Remember that once you pass on the information to your employer or your prescribed person, you won’t have any further influence on proceedings. You can find a list of prescribed persons as defined by the Department for Business, Energy, and Industrial Strategy here. They include Ofcom, the Accounts Commission for Scotland, The Bank of England, HMRC, The Comptroller and Auditor General, the SFO, the FCA, and other bodies.

If you are dissatisfied with how your employer dealt with your concern, you can tell someone else (e.g. a more senior member of staff) or a prescribed person.

Whether you report your concerns to your employer or to a prescribed person, your employment rights will be protected.

Wider disclosures than that may be permitted but are very fact sensitive. For example, disclosure to the media will only be protected in limited circumstances. Where disclosure is not permitted, you will not retain the protection given by PIDA.

To bring a successful claim in the Employment Tribunal (ET) if you are dismissed (or suffer a detriment), you will need to show the following:

  1. that you made a disclosure;
  2. you followed the correct disclosure procedure; and
  3. you were dismissed or suffered a detriment due to making the disclosure.

It is worthwhile noting that since June 2013, when a case goes to the ET, and the ET thinks the disclosure was made in bad faith, it has the power to reduce compensation by up to 25%.

If you don’t get the response, you think your situation merits, talk to employment lawyer Karen Cole today.


Dismissed with less than two years’ service?

Being dismissed from your job can be a huge shock and can often feel unfair, but that doesn’t necessarily mean that, in the eyes of the law, you have any claim against your previous employer. Should you find yourself in this position, you will need to consider the following:

Basis for challenge

If you are dismissed for either of the following two reasons, you have the scope to challenge your dismissal.

  1. An automatically unfair reason for dismissal; or
  2. Discrimination.

In June, we wrote an article on the unfair reasons for dismissal, listing them as:

  • pregnancy: including all reasons relating to maternity;
  • family reasons: including parental leave, paternity leave (birth and adoption), adoption leave or time off for dependants;
  • representation: including acting as an employee representative;
  • trade union membership grounds and union recognition;
  • part-time and fixed-term employees (under the Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations 2002 and the Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000);
  • pay and working hours: including the Working Time Regulations, annual leave and the National Minimum Wage;
  • acting as an occupational pension scheme trustee; and
  • whistleblowing.

If you are dismissed for one of these reasons, the dismissal is unfair regardless of your length of service. You can also challenge your dismissal if it’s because your employer has discriminated against you. The following protected characteristics can give rise to a discrimination claim:

  • Age
  • Disability
  • Gender reassignment
  • Marriage or civil partnership
  • Pregnancy and maternity
  • Race
  • Religion or belief
  • Sex
  • Sexual orientation

Please note, however, if you have been dismissed when you should have been suspended on medical grounds, there is a one-month qualifying period of employment.

Appealing your dismissal

Subject to legal advice, if your employer has dismissed you, you should first appeal under your employer’s disciplinary procedure.

Contractual claims (aka “wrongful dismissal”)

If you cannot claim for unfair dismissal, you can claim for breach of contract (regardless of your length of service) if your employer hasn’t complied with the terms of your employment contract. This is known as a wrongful dismissal claim.

Fairness is not an issue here, and the extent of your claim will generally be limited to putting you back in the position you would have been had your employer not breached your employment contract.

Note: This article is not legal advice; it provides information of general interest about current legal issues.


Ready, steady, fit-out!

Each tenant will have its own corporate colours, style and requirements which need to be incorporated. If premises are handed over by the landlord in shell condition with capped off services, there may be less for a tenant to do than where it takes over previously occupied premises. Previously occupied premises will often need to be stripped out first and require enabling works (fit-out works).

Once solicitors are instructed and the documentation is being progressed, it is not the time for a tenant to take its foot off the gas. There may be a survey to arrange, marketing to be done, architects to instruct and possibly planning permission and other consents to be applied for before completion of the new lease.

One of the many tasks facing a tenant which can easily slip during the lease process is the finalisation of any fit-out requirements and having a specification and plans drawn up ready for the landlord to approve.

A landlord will want the lease to be completed with any rent-free period starting as soon as possible. A tenant, on the other hand, will only want the rent-free period to begin when its works have been approved and it is free to carry them out.

Transactions stall when the lease is ready to be completed, but tenant works are lagging behind and still await approval from the landlord.

Whilst there are work-arounds which solicitors can document (if both parties agree), this is not ideal because it generally involves the tenant, or sometimes the landlord, bearing an element of risk.

A well-advised tenant will finalise their fit-out requirements and submit them to the landlord for approval as soon as they possibly can.

For more information on commercial landlord and tenant matters, contact commercial real estate partner John Gillette today.

Note: This is not legal advice; it is intended to provide information of general interest about current legal issues.

Feathering new nests for fledgling students

Faced with high rental costs, shortages and sometimes poor-quality student digs in many cities, increasing numbers of parents are investigating the option of buying property instead of renting, but the different options can make it a minefield.

Property lawyer, Kane Robin, explains:

“For parents who can afford it, purchasing a property for your child is an attractive option. But a property purchase for a student child involves a series of decisions that will be dependent upon your own individual circumstances and life planning. It’s important to weigh up the options carefully. You need to work out what will best suit you and your children.”

Kane added:

“A key decision to make is ‘who will be the buyer?’, which has a huge impact on asset protection, future tax implications and the overall purchase cost when stamp duty is taken into consideration.”

Ownership options include:

  • an outright parental gift in the name of the child;
  • jointly purchased in the names of parent and child;
  • held in trust for the child;
  • owned by the parent; and
  • parent-backed purchase by the child.

Taxes that need to be considered include:

  • Income Tax
    If any of the property is let out, rental income will be included in any income tax calculation, with some reliefs available for occupying landlords.
  • Stamp Duty Land Tax (SDLT)
    Where the purchase price is above a certain threshold, SDLT is payable. SDLT is payable at different rates dependent on property ownership status. A first-time buyer may pay a lower rate. A buyer who already owns property elsewhere will usually pay a higher rate.
  • Capital Gains Tax (CGT)
    Where a property is not occupied as the primary residence of the owner, any gain made when selling the property is likely to be subject to CGT.
  • Inheritance Tax (IHT)
    Payable on the value of assets owned at the time of death, with gifts made in the previous seven years included in any calculation. Where gifts are made into a trust and this exceeds the IHT nil rate band (above which IHT becomes payable) this may trigger an immediate and subsequent IHT liability.

Where the child is the legal owner, they are likely to benefit from first time buyer’s relief on stamp duty and be able to claim rent-a-room relief against any rental income. Any income tax on rental income would be their liability. There may be an IHT tax advantage for the parent, if they survive the gift by seven years, taking the gift out of the equation for inheritance tax purposes. The downside for a parent is having no legal control over what happens with the property, and the asset may be vulnerable if any claim were made as a result of the child’s debt or relationships. Some lenders have a student-specific mortgage product which enables students to buy property in their own names and for parents to simply act as guarantor for the loan.

Where the parent is the legal owner, this may enable them to retain control of the asset, but if they already own property, it may give rise to higher rates of stamp duty as an additional charge is made on second and further property purchases. The property would remain part of the parent’s asset base for CGT and IHT purposes, forming part of their estate on death and with no principal private residence relief for CGT on any subsequent sale. Any rent received by the parent would form part of their taxable income and there would be no occupier rent-a-room relief. If a mortgage were needed, the property may be treated on a buy-to-let basis with associated rental income criteria needing to be met.

Buying through a trust could bring greater asset protection for the parent’s capital while also being set up in such a way as to enable the purchase to benefit from SDLT and income tax reliefs, although the pros and cons will vary, depending on how the trust has been set up. This can also determine what flexibility there is in enabling a subsequent sale of the property and return of funds when studies are complete. Trusts may be beneficial also in IHT planning, but while there may be a long term benefit this approach may give rise to immediate and subsequent IHT charges which must be taken into account.

If you have any queries relating to this article and student accommodation, speak to property solicitor Kane Robin or private client partner James McMullan today.

Note: This article is not legal advice; it provides information of general interest about current legal issues.


Childcare during the school holidays: What are the options?

Parents are often forced to choose between expensive childcare or relying on friends and family to look after their children while at work during the school holidays. Childminders can get ill, go on holiday or simply be unreliable, or it may be that funds can only stretch so far to cover childcare. So, what are the options?

What the law says

Time off for dependants

Whilst the law provides a reasonable amount of unpaid time off to take ‘necessary’ action, it only applies to dealing with particular situations affecting employees’ dependents (dependents being a spouse, civil partner, cohabitee, child or parent) (Employment Rights Act 1996). However, this only applies when an unexpected or sudden event involves a dependent and does not apply to planned time off to care for dependents.

Parental Leave

Parental leave is available to some working parents (Maternity and Parental Leave etc. Regulations 1999). Any leave taken is unpaid, and the employee must have been employed continuously for at least one year. The right applies to each child:

  • an employee with one qualifying child may normally take up to 18 weeks of leave;
  • an employee with two children would be entitled to 36 weeks of leave in total.

The option of taking parental leave may not always be feasible. You may not qualify. You may not want to step away from your job. Or, simply, you cannot afford to take parental leave.

Flexible working

Any employee (not just those with dependants) with at least 26 weeks of continuous employment can make a request for flexible working for any reason (Employment Rights Act 1996 and Flexible Working Regulations 2014). This can include covering childcare. An eligible employee may request a change to their working hours, the times they work and/or a change to their workplace.

Plan ahead. Under the statutory scheme, employers can take up to three months to consider a flexible working request and may refuse it for a legitimate business reason. Only one request can be made in any 12-month period. There is nothing to prevent an employee from making other informal requests. However, an employer will not be obliged to deal with them under the statutory scheme.

Bring your child to work?

Fundamentally, it’s down to your employer. If you work on a factory line or in a hospital, it is unlikely that you will be able to bring your child to work, but some spaces may be more suitable, such as offices. The ultimate decision rests with your employer.

If you can bring your child to work, it is critical that both employee and employer are aware of the risks involved:

  • Children may not be able to read workplace warning signs and signals.
    They must, therefore, always be supervised to avoid any incidents.
  • Noise and disturbance to other colleagues.
    In an open-plan office, the presence of children may disturb other team members. Consider whether a separate area or meeting room could be used instead.
  • Ordinary equipment may become dangerous.
    A photocopier or filing cabinet may seem a perfectly innocent item to an adult, but pulling or pushing in the wrong place can cause injury to a child. Tampering with electrical connections may also put children at risk.
  • Fire safety
    Has the safe passage of children been factored into your fire risk assessment, along with the extra hazards they bring?

To negate these risks, employers should consider putting in place the following:

  • Uniform rules for all staff
    It is unfair to allow one person to bring their children in but not another.
  • Health and safety revisions
    The workplace must be comprehensively risk assessed with the safety of both children and staff in mind, including fire risk checklists and evacuation plans.
  • Limitations
    Is there an upper limit to the age of children allowed? Is there a limit to the number of days permitted? Are there specific hours or days to avoid?
  • Notification
    Employers must set up a full procedure that allows workers to request permission for their children to come into work and timely notifications for when it may or may not be appropriate.
  • Facilities
    Will children stay in a meeting room or other separate area most of the day? Which bathrooms and kitchens will they use?

Other options

The idea of a creche in the workplace is not new. In fact, as long ago as 2003, Goldman Sachs brought London’s first on-site creche to the workplace. It offers its employees with children 20 free creche days per year, followed by paid use, allowing them to maintain a better work/life balance without having to leave the office.

Offering such facilities is usually expected to create an initial drop in productivity, but the opposite is the case. The ability to leave your child somewhere close by and safe while you get on with your working day transitions into increased staff loyalty and retention, both of which dramatically improve productivity levels overall. Running an on-site creche is far from cheap, meaning only a few large companies (Google, Addison Lee and BookingGo, for example) can explore this option easily.

If you need advice on whether you can bring your children to work during the school holiday, or if you’re an employer and are looking for advice on the matter, contact employment lawyer Karen Cole today.


Tackling taboos on menopause in the workplace

A woman with an unblemished 20-year service record was sacked by the Scottish Courts and Tribunal Service (SCTS) following an incident that led to a health and safety investigation and later to a disciplinary procedure. She won her case for discrimination after the tribunal ruled that her menopause was a disability, and she was awarded more than £19,000 and reinstated by SCTS.

The judgment did not suggest that experiencing menopause amounted to a disability in itself but said that the symptoms might have physiological and physical consequences that meet the definition of disability under the Equality Act 2010, with a substantial and long-term adverse effect on a person’s ability to carry out day-to-day activities.

The tribunal heard that the woman suffered significant medical problems due to going through menopause, sometimes experiencing heavy bleeding for several weeks, together with stress, memory loss and tiredness and was at risk of fainting.

The average age of menopause is 51, often with the start of the transition beginning several years earlier. In the UK, the number of women at work in their fifties has risen steadily, and the ruling is expected to drive further awareness of the topic, which until recently has been typically taboo for many employers.

Employment partner, Karen Cole, said:

“In the past there has been a stigma around discussing issues to do with women’s health, similar to the taboo concerning mental health, but those boundaries are breaking down and employers cannot ignore this issue.”

She added:

“It demands a shift in attitude for many to understand that the impact for some women going through the menopause will be the same as having a long-term health condition, for which reasonable adjustments must be made. So, for example, you may need to review working hours sleep is badly disturbed.

As well as being responsive to the situation, good employers will look to raise awareness within their organisation to ensure women feel able to raise problems, and to be sure that fellow workers understand how menopausal symptoms might affect their co-workers, and to normalise this life stage through open discussion.”

What the law says

The Health and Safety at Work Act 1974 requires employers to ensure all workers’ health, safety and welfare. In the case of menopausal women, this could include risk assessments that consider their specific needs to make sure the working environment does not make symptoms worse, for example, because of an over-heated or poorly ventilated office, and that welfare is supported through facilities such as toilets and access to water.

The Equality Act 2010 prohibits discrimination on the grounds of sex, whether directly, indirectly or by harassment. An example in the case of menopause could be where an employer does not consider symptoms arising from menopause to be mitigating factors in reviewing performance, whereas similar symptoms arising through another condition would be considered for male workers.

For further advice and information, contact Karen Cole today.


What is a personal representative?

If the deceased has a will, the personal representative is called an executor. If there is no will, the personal representative is called an administrator, but essentially, they perform the same role.

Ten things a personal representative should do

The main duties of a personal representative are to:

  1. register the death and locate the original will (if there is one);
  2. arrange a funeral (banks will often release monies from the deceased’s account to cover funeral costs once they have been notified of the customer’s death);
  3. obtain a valuation of the entire estate;
  4. complete an inheritance tax account and lodge it with HMRC;
  5. apply for a grant of probate if the deceased had a will/apply for the letters of administration where the deceased has no will;
  6. collect any money and/or assets due to the estate;
  7. pay any outstanding liabilities and taxes out of the estate;
  8. obtain a clearance certificate from HMRC to confirm that the personal representatives are discharged from any further claim for the tax on the assets they have declared;
  9. distribute the estate to beneficiaries in accordance with the terms of the will, or if there is no will or if there is a partial intestacy, under the Intestacy Rules. Partial intestacy is where someone dies leaving a valid will, but the will only disposes of part of their estate. The intestacy rules will apply to the property that has not been disposed of under the will); and
  10. draft estate accounts to account for any assets collected, income accrued and any bills and taxes] paid during the administration. A copy of the estate accounts will then be distributed to all residual beneficiaries (also known as residuary legatees).

What happens if you don’t want to act?

It is unlikely that an administrator won’t want to act, as, unlike an executor, they have registered for the role rather than been appointed.

If you do not wish to act as an executor, you should discuss this with the person who appointed you. If they have passed away, you may still be able to renounce your role as an executor if you haven’t carried out any actions as executor. Once you have begun to carry out your role as executor, you cannot step down, save in very limited circumstances such as ill health or a family emergency.

If you have been appointed as a personal representative and need assistance carrying out your duties or do not wish to act, contact James McMullan for advice today.

Note: This is not legal advice; it is intended to provide information of general interest about current legal issues.


A simple business tip: prepare for the unexpected!

A simple business continuity solution is for a business owner to make a Lasting Power of Attorney (LPA), appointing someone to look after their financial affairs and act on their behalf. Shareholders, partners and sole traders can all benefit from appointing an attorney in this way.

An LPA allows a business owner to leave instructions with an attorney to manage certain aspects of the day-to-day running of their business affairs. Say, if the owner goes on holiday or is otherwise incapacitated. LPAs can also safeguard against a more serious situation where someone loses mental capacity and cannot make decisions for themselves, at this point, the attorney can stand in.

Where no one is authorised to run the business and its finances, day-to-day operations may cease, and the business could be crippled.

In the worst-case scenario, where the owner lacks mental capacity and has no LPA in place, affairs will have to be managed by a deputy appointed by the Court of Protection. This can be slow and expensive. The court can take up to nine months to appoint a deputy. Let alone the time it takes to grant permission for business transactions.

The company’s bank could freeze its accounts if a signatory lacks mental capacity. Similarly, some contracts may become unenforceable if the person who entered into them now lacks mental capacity. An owner’s family can also be heavily impacted if they rely on an income from the business. Even temporarily, simply paying creditors or wages can become difficult, and contracts may be lost if no one has the authority to negotiate or sign them.

Private client solicitor, James McMullan, said:

“When people think of an LPA, they often think of them as for older people who want to have someone in place to manage their personal affairs or to make health decisions if dementia sets in. However, LPAs have a place in both people’s business and personal life, at every age. Accidents or illness can affect the young or middle-aged just as they can affect older people. By appointing a business attorney under an LPA, and registering it with the Office of the Public Guardian, business owners take a simple step with far-reaching benefits for safeguarding the future of their enterprise.

To avoid disruption, making a business LPA should be part of any owner’s business continuity plan and crisis management strategy. While it’s a simple process, it is crucial to consider carefully who you are appointing as your attorneys, whether you wish to place any restrictions on what they can agree on your behalf and whether they can use the business LPA while you still retain mental capacity. As Business LPAs can also impact on aspects such as the articles of association in a limited company or partnership agreements, it’s also important to get professional advice to avoid contradiction and disputes within the business.”

Once an LPA has been made, it must be registered with the Office of the Public Guardian before attorneys can act, with a fee of £82 per LPA. It can then be submitted to any institution (such as a bank), enabling the institution to deal directly with the appointed attorneys.

The attorneys will have the power to enter into any transaction that is within the scope of the LPA unless you have specifically forbidden it. If you are mentally capable, the attorney should only do what you authorise them to do. But, if you become mentally incapable and can no longer authorise or consent to the attorney’s decisions or actions, the attorney will be able to make decisions and take action on your behalf, such as making business decisions and authorising payments or writing cheques. However, there is no cut-off point at which you are presumed to be incapable; capacity is decided on a decision-by-decision basis, and the attorney must do everything practicable to help you arrive at your own decision on every occasion.

There are two kinds of Lasting Power of Attorney – one covering financial and property affairs, which can be used for both business and personal affairs, and another covering personal health and welfare.

When a business owner decides to do an LPA for financial and property affairs, it is worth considering having two separate LPAs for business and personal finance, as the decision on a suitable attorney for each may differ.

Attorney checklist

  1. Choose your attorney carefully.
    An attorney has far-reaching powers, and problems are likely to arise if they do not appreciate their role or if there are insufficient checks and balances in the process. Before appointing an attorney, think about their business experience, how well they look after their finances, how well you know them and how sure you are that they will make the right decisions for you.
  2. Make attorneys accountable.
    You can appoint more than one attorney and require that they be involved in each decision, although that can complicate transactions. Alongside this, a professional attorney whose job is to oversee how matters are handled can be appointed. Alternatively, you can include a requirement within the LPA for the attorney to consult with a third party if a decision exceeds a given threshold or for specific assets. For example, this would allow you to restrict the sale of property or investments without the input of a professional.
  3. Give good guidance.
    Attorneys should understand their fiduciary and statutory responsibilities and how to satisfy them from the outset. They should appreciate their role with reference to the Mental Capacity Act Code of Practice, particularly when consulting with the donor of the LPA and helping the donor to make their own decisions. Recognising that they may need to get expert advice, whether legal, financial or otherwise, is also important if they are to act within the reasonable standards of care and skill required by an LPA.

If you want to secure your business’ future and establish a business continuity plan, contact James McMullan today.

Note: This article is not legal advice; it provides information of general interest about current legal issues.


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