Skip to main content

Upward-only rent reviews to be banned in new commercial leases

commercial lease

The government has announced a significant reform to commercial property law in England and Wales. As part of the English Devolution and Community Empowerment Bill, upward-only rent review clauses will be banned in new commercial leases, marking a substantial shift in landlord–tenant dynamics.

What Are Upward-Only Rent Reviews?

These clauses, long standard in commercial leases, stipulate that rent can either increase or remain static at review, never decrease, even where market conditions warrant a reduction. While they offer financial certainty for landlords, tenants have often found themselves locked into above-market rents, particularly in areas experiencing economic decline.

The proposed legislation will prohibit the inclusion of upward-only clauses in new lease agreements. Going forward, landlords will be required to offer either fixed rents for the duration of the lease or incorporate review provisions that permit rents to fall as well as rise. Importantly, the ban will not affect existing leases.

Policy Objectives

The government’s stated aim is to create a fairer and more flexible commercial leasing environment. The reform is targeted at addressing high vacancy rates on high streets and supporting small businesses by enabling them to negotiate rents that better reflect current market conditions.

By removing restrictions that artificially maintain inflated rents, the government hopes to facilitate business continuity, attract new tenants, and reinvigorate commercial centres. The policy sits alongside broader regeneration measures, including high street rental auction powers introduced in 2024, which allow local authorities to let long-vacant properties through short-term lease auctions.

This reform represents a significant departure from long-established leasing practice and will have important implications for landlords, tenants, and advisors.

Landlords entering into new leases will need to review their standard lease templates and rent review mechanisms to ensure compliance. Careful consideration will also be required in structuring rent review clauses to balance flexibility with financial viability.

For tenants, particularly SMEs, the reform may offer a welcome opportunity to negotiate more sustainable rent terms and avoid being tied into unfavourable agreements as market conditions fluctuate.

Although the ban applies only to new leases, its broader impact on market expectations, valuations, and negotiations may be felt more widely over time. Investors and lenders may also reassess their risk profiles in light of potentially less predictable rental income.

Looking Ahead

The proposal was not included in Labour’s 2024 election manifesto but reflects long-standing policy debate around commercial rent flexibility. Its inclusion in the current bill signals a renewed focus on tenant protection and high street revitalisation.

We will continue to monitor the progress of the legislation and its potential implementation timeline. In the meantime, landlords and tenants should begin preparing for the likely shift in commercial lease structuring.

For advice on how these proposed changes could affect your lease negotiations or property portfolio, please contact our Commercial Real Estate team.

About the Author

Ruairidh McKillop is a Scottish-qualified commercial real estate solicitor at RIAA Barker Gillette (UK).

Based in the firm’s Central London office, he advises on acquisitions, sales, leasing, and development projects across a wide range of property types. Ruairidh has particular expertise in rural estates and renewable energy assets and works closely with Partner and Head of Commercial Real Estate, Brinda Granthrai.


Family court hearings: What are these and when do they apply?

Family Court Hearing

When relationships break down, it’s not always possible to sort out between yourselves where the children will live. In situations like this, the family courts in England and Wales provide a structured way to resolve disputes, with the child’s welfare at the centre of all decisions. But what are family court hearings, what do they deal with, and when might you find yourself involved in one?

What Do Family Court Hearings Cover?

One of the most common reasons for attending family court is to determine where a child will live and how much time they will spend with each parent. 

However, not all family court matters involve parents. Sometimes other family members, such as grandparents, may apply to the court to spend time with their grandchildren.

A court hearing may also be necessary if the parents cannot agree on decisions relating to their child’s education or medical interventions.

When Do Family Court Hearings Apply?

Family court hearings are generally a last resort, used when there’s no other way to resolve issues. 

Many families are encouraged to use mediation first to avoid the stress and expense of court proceedings. However, a hearing may be necessary if discussions break down or fail altogether. 

If there are serious concerns about a child’s safety, for example, that they are at risk of harm, a court hearing can be urgently arranged to make protective decisions or to cease contact while further investigations are undertaken.

Key Terms You Might Encounter

Understanding some of the standard legal terms can help make the process feel less overwhelming:

• First Hearing Dispute Resolution Appointment (FHDRA): This is a preliminary hearing designed to explore whether an agreement is possible and identify what issues remain.

• Dispute resolution hearing (DRA): The purpose of this hearing is to identify what issues still need to be determined and what issues can be resolved, with the emphasis being on a resolution and avoiding the need to attend a final hearing. However, if this is not possible, the court will list a final hearing and set down a timetable for what each party needs to do and when, such as preparing a witness statement (these are called directions). 

• Final Hearing: This is the last stage of the court proceedings (if no agreement can be reached earlier). During this hearing, both sides present their evidence and arguments, and the judge will make a final binding decision.

  • Fact-Finding Hearing: In complex cases, particularly where there are serious allegations (such as domestic violence), a fact-finding hearing may be held to determine what happened before decisions are made about the child’s future. This hearing is solely focused on establishing key facts and would usually take place after the FHDRA.

 • Child Arrangements Order: A court order deciding who a child will live with, spend time with, or otherwise have contact with.

• Prohibited Steps Order: An order preventing a parent from carrying out specific actions concerning a child, such as taking the child abroad without the other parent’s permission.

• Cafcass: The Children and Family Court Advisory and Support Service – a key organisation that advises the court on what arrangements would be in the child’s best interests. Cafcass officers often meet with parents and children during the court process.

  • Section 7 report: This is a report ordered by the court and is prepared by Cafcass. The sole purpose of this report is to provide the court with an independent assessment of the children’s welfare, with a focus on the children’s wishes and feelings. The report will make recommendations to the court to help them decide what arrangements are in the children’s best interests. 

Guardian: Guardians are qualified social workers and are appointed by the court to represent the rights and interests of a child in the court proceedings. This may be necessary where there are complex and significant issues in dispute or where a child’s wishes and feelings cannot be adequately represented by their parent (such as parental alienation).

Final Thoughts

While family court hearings can feel daunting, they exist to ensure that the best and fairest decisions are made when it’s not possible to agree privately. The court aims to support families in difficult times, always keeping the child’s welfare at the heart of every decision.

Need Advice About a Family Court Hearing?

If you’re facing a family court hearing or need advice on your situation, having the right support is essential. Contact your solicitor today to find out how we can assist you.

About the Author

Pippa Marshall is a Partner and Head of Family Law at RIAA Barker Gillette.

She is a family law and divorce specialist with over 15 years of experience.

Pippa has exceptional client care skills and extensive knowledge and experience in divorce and financial remedy matters, children’s matters, emergency injunctions, and the dissolution of civil partnerships. Pippa can also help you with pre- and post-marital nuptial agreements.


Business structures in the UK: Choosing the right option for your new venture

Business Structures

Starting your own business is an exciting challenge, but before you take your first steps, choosing the right business structure is essential. Your decision at the outset can influence everything from how you’re taxed to how much personal financial risk you take on.

There is no “one-size-fits-all” solution. It all depends on your individual circumstances, who you’re going into business with (if anyone), and what you want your future business to look like.

This article looks at the main types of business structures most commonly used by UK small business owners and professionals. While there are other, more specialist structures available, these four cover the vast majority of cases:

  • Sole Trader
  • Partnership
  • Limited Liability Partnership (LLP)
  • Limited Company

Each comes with pros and cons, and understanding these differences will help you make a more informed choice.

Sole Trader or Sole Proprietor: The simplest way to start

This is the simplest and most common way to run a business in the UK. As a sole trader, you own and operate the business as an individual. You get to keep all the profits (after tax) and make all the decisions.

That said, there is no legal separation between you and your business. You are personally responsible for all debts and liabilities. If your business can’t pay its creditors, your own personal assets—like your home and savings—could be at risk.

On the upside, running a sole trader business involves minimal paperwork and cost. You don’t have to register with Companies House and don’t need to publish accounts—what you earn is between you, your accountant, and HMRC.

You’ll need to register with HMRC and pay income tax and National Insurance on your profits through self-assessment.

Partnership: Sharing the responsibility (and the profits)

A partnership may be a suitable option if you’re going into business with someone else. It allows two or more people to run a business together and share the profits (and losses).

Partnerships are relatively straightforward to set up. However, all partners are jointly and severally liable for the business’s debts. This means each partner can be held personally responsible for all the debts, not just a share.

You don’t need to register the partnership at Companies House, but you should always have a written Partnership Agreement. This sets out how profits are shared, decisions are made, and what happens if a partner wants to leave, dies, or the partnership is dissolved. Without it, you’ll be relying on the default rules in the Partnership Act 1890—not ideal in today’s business world.

Not all partners need to be equally involved. Some may be “silent” investors who contribute capital but don’t participate in day-to-day management. Others may be “salaried partners” who don’t have a share in ownership but have a contractual arrangement to share profits.

As with sole traders, each partner is taxed individually on their share of the profits. There is no requirement to publish accounts.

Limited Liability Partnership (LLP): A flexible, protected model

An LLP is a hybrid model that offers the flexibility of a partnership with the added benefit of limited liability. It’s a popular choice for professional services firms, such as accountants, solicitors, and consultants.

In an LLP, the business is a separate legal entity. This means the partners—called ‘members’—are generally not personally liable for business debts. Their liability is limited to the amount they have invested or agreed to contribute to the LLP.

LLPs must be registered with Companies House and file annual accounts and confirmation statements. These are published online, so there’s less financial privacy than with a traditional partnership or sole trader.

An LLP is taxed like a partnership. Members are taxed individually on their share of the profits, and the LLP is not subject to corporation tax.

Members typically have the right to manage the business and share its profits. Like partnerships, LLPs benefit from having a detailed Members’ Agreement to set out how the business will be run and how disputes will be resolved.

A limited company is a separate legal entity, distinct from the individuals who own or manage it. This structure offers the strongest protection for personal assets, as liability is limited to the value of the shares held in the company.

There are two main roles within a limited company:

  • Shareholders own the company
  • Directors manage the day-to-day running of the business

The same people often fill both roles in small companies.

The company must have at least one director registered at Companies House. It is legally required to file annual accounts and a confirmation statement. The company pays corporation tax on its profits.

Directors who are also employees are taxed via PAYE on their salaries, while shareholders who receive dividends are taxed through self-assessment. This creates a form of “double taxation”—unlike sole traders or partnerships, where the business and its owners are treated as one for tax purposes.

Although this structure involves more admin and compliance, it can also bring credibility and make raising investment or applying for business finance easier.

FAQs: Your questions answered

Q: What is the most tax-efficient structure for a small business in the UK?
A: It depends. Sole traders and partnerships are simpler, with profits taxed as personal income. Limited companies may offer tax advantages at higher profit levels but come with more admin and a different tax structure.

Q: Can I switch from sole trader to limited company later?
A: Yes. Many UK businesses start as sole traders or partnerships and incorporate as limited companies when they grow or want liability protection.

Q: Do I need a written agreement if I start a partnership or LLP?
A: Yes, it’s strongly recommended. A Partnership Agreement or Members’ Agreement can prevent disputes by clearly outlining roles, profit shares, and exit terms.

Q: Will my business details be public if I form an LLP or limited company?
A: Yes. LLPs and limited companies must file accounts and confirmation statements with Companies House, which are publicly available online.

Q: Is there a legal difference between being a sole trader and self-employed?
A: No. “Sole trader” is a type of self-employment. If you’re running your own business and not incorporated, you’re classed as self-employed.

Q: What’s the main benefit of setting up a limited company?
A: The key advantage is limited liability. Your personal assets are generally protected if the company faces financial difficulties.

Q: Who decides which structure is best for my business?
A: You do—but ideally with input from legal and financial professionals. The right choice depends on your plans, risk tolerance, and operational needs.

Which structure is right for your business?

There’s no single “correct” choice—it depends on your plans, risk tolerance, and how you want to run your business. Many businesses start as sole traders or partnerships and later move to an LLP or limited company as they grow or take on more risk.

If you’re thinking of starting a business or changing the structure of your existing business, it’s worth getting professional legal and financial advice to help you make the right decision.

About the Author

Victoria Holland works with a broad range of clients, including large multinational companies, start-ups, SMEs, partnerships, investors, and entrepreneurs. She has extensive experience providing transactional and commercial contract advice across various industries, such as automotive, biotech, property management and investment, financing, software and technology.


Different minds demand a different mindset

picture of a brain with the word neurodiversity to be used as a graphic on an article about neuroinclusion

Scroll through LinkedIn and you’ll see it: professionals proudly listing ADHD or autism alongside their other credentials or sharing posts about a recent diagnosis and what it’s helped them understand about themselves. Once a private matter, neurodivergence is now part of public and professional identity. This growing openness is a positive step in destigmatising difference with a broader societal recognition of the diversity of human cognition. It does, though, present new challenges in the workplace.

Neurodiversity refers to the natural variation in how people think, process information and interact with the world. 

As acceptance and awareness have risen, so too have the number of diagnoses. It means employers are navigating a new landscape, one where legal protection, performance concerns, and cultural expectations all intersect.

Once associated primarily with childhood diagnoses, conditions like ADHD and autism are now being identified in adults at unprecedented rates. According to a study by UCL researchers, the incidence in the UK of ADHD in adults under 30 has seen a 20-fold rise over the past two decades.  

The first-ever NHS analysis of people with ADHD (released 29 May 2025) has confirmed the increase. Using GP records, the data shows that around 820,000 people now have a formal diagnosis of ADHD—0.8 per cent of all adults and 2.3 per cent of children. These figures are striking, especially given that the NHS acknowledges the condition remains underdiagnosed in many cases: more than half a million people are currently on NHS waiting lists for an assessment, and an estimated 2.5 million people in the UK are likely to have ADHD.

Autism diagnoses among adults have also soared. Recent data from the Nuffield Trust shows that more than 170,000 people with suspected autism were waiting to see a specialist in England in December 2023, the highest ever recorded and five times the level in 2019.

Experts attribute this trend to heightened public awareness, greater openness to discuss mental health, and the influence of social media platforms, where users share personal experiences and symptoms.

Other conditions becoming more commonly diagnosed, through greater understanding and testing availability, include dyslexia, which is estimated to affect ten per cent of the population, dyscalculia and dyspraxia.

It is this wave of both self-identification and formal diagnosis that is creating complexities in the workplace. Employers are navigating the challenges of accommodating an increasing number of neurodivergent employees, often without clear guidelines or prior experience in this area.

From a legal standpoint, it’s crucial to follow a fair process with any underperforming employee, particularly as many will have protection from unfair dismissal. For neurodivergent employees, additional safeguards may be applicable under the Equality Act 2010.

Under the Equality Act, employers are legally obliged to make “reasonable adjustments” for employees with disabilities. This duty arises when an employer knows, or could reasonably be expected to know, that an employee has a disability. Failure to comply can lead to claims of discrimination.

While many neurodivergent individuals may not identify as ‘disabled’, the legal definition of disability is broad. It may include conditions that have a substantial and long-term impact on day-to-day life. Importantly, there is no requirement for a formal medical diagnosis for these protections to apply: the key factor is the impact neurodiversity has on the individual in the workplace.

Recent employment tribunal cases centred on neurodiversity highlight the importance of this legal duty and provide an insight into the type of adjustment that employers may need to consider:

  • Robert Watson v. Roke Manor Research Ltd (2025): Watson, a software engineer diagnosed with ADHD, faced repeated non-verbal expressions of frustration from his manager, such as sighing and exaggerated exhales. The tribunal found that these non-verbal actions constituted acts of harassment and part of an ongoing pattern of behaviour by Watson’s managers. Failing to recognise the impact of ADHD upon him and their failure to offer him appropriate support, the tribunal ruled this behaviour constituted disability discrimination, demonstrating that even indirect behaviours can have a significant impact on neurodivergent employees.
  • Ciaran Saunders v. Peloton Interactive UK Ltd (2025): Saunders, an autistic employee at Peloton’s London studio, experienced sensory overload due to the loud music and strong fragrances in the workplace. Despite requesting adjustments, such as a quieter work environment and scheduled breaks, Peloton did not implement changes, leading the tribunal to rule that the company had not fulfilled its duty to make reasonable adjustments.
  • James v The Venture (Wrexham) Ltd (2025): James, diagnosed with autism, was employed as a project worker at Wrexham’s children’s centre. James’ role focused on inclusion, play, work, and similar youth work provision. He complained to his boss that he could not work properly because of the music played during the sessions, which affected his ability to concentrate.   His boss, in turn, called him a ‘weirdo’, which the tribunal concluded violated James’ dignity and amounted to harassment related to disability. 
  • Wright v Cardinal Newman Catholic School (2021): involved a long-serving head of mathematics who was diagnosed with autism and atrial fibrillation, after raising multiple grievances and being offered a demoted position, which he accepted under protest. The school eventually dismissed him on the grounds of an “irretrievable breakdown” in the working relationship. The tribunal found that his persistent complaints were a manifestation of his autism and that the school had failed to make reasonable adjustments. He was awarded £850,000 for unfair dismissal, victimisation, and discrimination arising from disability. 
  • Kaler v Insights ESC Limited (2024): an employer dismissed a teacher who had previously described herself as autistic after she sent a series of aggressive and threatening emails to colleagues during a pay dispute. Although she had referred to herself as an “aspie,” the school did not formally recognise her as disabled, and the tribunal criticised the employer for failing to consider and respond appropriately to her potential disability. However, the Employment Appeal Tribunal ultimately upheld the dismissal and concluded that while her conduct may have been linked to her neurodivergence, the seriousness of her behaviour justified termination.

Taken together, these cases highlight the complexity of navigating neurodivergence in the workplace, even when well-structured employment procedures are in place, if such conditions are not adequately understood or factored into decision-making at all levels.   

The cases also underscore the growing emphasis of courts and tribunals on an employer’s duty to anticipate and respond appropriately to the individual effects of neurodivergence in the workplace.

We all need to think differently and keep an open mind when reviewing individual performance. What may at first seem like challenging behaviour could reflect a different type of information processing, and to understand that, we need a different mindset. By proactively addressing the needs of neurodivergent employees, employers will not only comply with legal requirements but also foster an inclusive workplace.  

Practical steps for employers

Create an open and inclusive culture

  • Encourage open communication: Foster a workplace where employees feel safe discussing challenges and asking for support without fear of stigma.
  • Promote inclusivity: Create a culture where neurodiversity is understood, respected, and valued, and where diverse ways of thinking and working are acknowledged.
  • Train managers and staff: Provide regular training on neurodiversity awareness, inclusive behaviours, and legal responsibilities under the Equality Act.

Provide personalised support and communication

  • Maintain clear and consistent communication: Use unambiguous language and provide written follow-ups or visual aids where possible.
  • Encourage collaborative problem-solving: Involve the employee in identifying what support would be most helpful to them.
  • Obtain expert input: Where appropriate, consider requesting an occupational health report to identify tailored adjustments and support strategies.

Make practical adjustments to the work environment

  • Adapt the physical workspace:
  • Use partitions or quiet zones to reduce distractions.
  • Provide adjustable lighting or desk lamps to accommodate individual sensory sensitivities.
  • Offer noise-cancelling headphones or other aids to manage noise levels.
  • Support flexible working
  • Allow home working or varied start and finish times where roles permit.
  • Offer autonomy over how and when an employee completes tasks, if outcomes remain consistent.

Provide assistive tools and technology

  • Offer supportive equipment such as:
  • Speech-to-text or text-to-speech software.
  • Mind-mapping tools or daily planners.
  • Dictation software or dual monitors for improved focus and processing.

See ACAS Adjustments for neurodiversity and the Equality and Human Rights Commission’s resources on workplace adjustments, or for expert support in accommodating neurodivergent employees in your organisation, contact Karen Cole, Head of Employment at West End law firm RIAA Barker Gillette (UK).


Capacity and client care: Supporting older and vulnerable clients with expertise and empathy

A picture of an older couple signing capacity documents

A private client solicitor must possess specialist client care skills to effectively advise and support older and vulnerable clients. Vulnerability can arise from physical disability, cognitive impairment, bereavement, emotional dependence, or difficulty managing finances. In such cases, solicitors must be vigilant, compassionate, and proactive in safeguarding their clients’ best interests and assessing capacity.

How a solicitor engages with a vulnerable client and protects their interests is critical. Recognising red flags—such as undue influence, coercion, or emotional pressure—is a key part of the role. Solicitors often act as safeguards, preventing clients from making decisions under pressure, such as gifting property or transferring significant assets.

It is vital to instruct a solicitor whose focus is firmly on delivering and evidencing high-quality services and communications to vulnerable clients. Legal advice based solely on technical skills is no longer sufficient. Today, solicitors must also navigate the private client process with empathy, patience, and a deep understanding of each client’s unique needs.

Why capacity matters

Solicitors must comply with the principles set out in the Mental Capacity Act 2005. Every adult has the right to make their own decisions unless it can be clearly shown that they lack the capacity to do so. Solicitors must provide clients with as much support as possible to help them make informed choices.

They must also recognise that making an unwise decision does not automatically mean a person lacks capacity. However, if a person is found to lack capacity, any decision or action taken on their behalf must be in their best interests.

It’s important to note that capacity can be temporary, partial, or fluctuate over time. A client might lack capacity for one decision—such as making a lifetime gift—but still have capacity for another.

Solicitors must assess a client’s capacity at the time a significant decision, such as a financial arrangement or a change to a will, is being made. The assessment must focus solely on the client’s ability to make that specific decision, in line with the Mental Capacity Act 2005.

Identifying impaired capacity isn’t always straightforward. Cognitive disabilities may not be apparent during initial meetings, as clients can appear fully capable. In some cases, capacity concerns only emerge through detailed examination and, where needed, input from a medical expert.

Capacity is a complex area of law. If you or someone you care about needs trusted legal support, contact Charlotte Barbaroussis at West End law firm RIAA Barker Gillette (UK). With extensive experience in this sensitive area, Charlotte provides thoughtful, professional guidance tailored to the needs of older and vulnerable clients.

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


Strategic lifetime gifting

Strategic lifetime gifting image of a hand holding a gift

The Autumn Budget 2024 introduced some unexpected provisions regarding Inheritance Tax (IHT) that have wide-ranging implications for those whose estates are likely to be subject to IHT following their death. Inheritance Tax is payable on an estate with a net value of more than £325,000. The government charges any estate above that figure at a flat rate of 40%. There are, of course, exemptions. For example, no IHT liability for transfers between spouses and civil partners exists. However, leaving your entire estate to your spouse or civil partner might be stoking up a future IHT liability. This article will discuss the options available through lifetime gifting to minimise your exposure to Inheritance Tax. But before we look at estate planning, we must consider the changes introduced in the Autumn Budget 2024.

What changes did the Autumn Budget 2024 introduce?

Four key changes in the Autumn Budget 2024 impacted Inheritance Tax.

Freeze on nil-rate band

The nil-rate band of £325,000, below which you do not pay IHT, has been frozen until 2030. The previous government had already frozen this figure until 2028. The Chancellor’s Autumn Budget 2024 extended that freeze until 2030. That means if your net estate is over £325,000, it will be subject to IHT.

Unused pensions to be subject to IHT from April 2027

The Autumn Budget 2024 introduced a new rule regarding unused pensions. Currently, unused pension funds fall outside the estate for IHT purposes. That means they do not count as part of the estate and are not subject to IHT. Some people who did not need to rely on their pension earmarked it for distribution to others after their death as it was held outside their estate and not subject to IHT.

However, from 2027, any unused pension fund will be subject to IHT as part of the estate. The government has launched a technical consultation to determine how this will work in practice.

Agriculture and Business Property Relief changes

Farmers and businesses are entitled to 100% relief on their business assets, which means these assets are not subject to IHT. However, starting in April 2026, any agricultural or business assets over £1 million will be subject to IHT at a reduced rate of 50% of the current rate. That means IHT will be charged on those assets over £1 million at a rate of 20%.

Residency-based IHT for former “non-doms”

The Autumn Budget 2024 abolished the “non-dom” status and introduced a residence-based taxation system. Under the new rules, the government will classify a foreign national who has resided in the UK for at least 10 out of 20 tax years as a “long-term resident.” Once this status has been established, their worldwide assets become subject to UK Inheritance Tax (IHT). Previously, such individuals could exclude foreign assets from IHT calculations. The changes also impact offshore trusts: assets placed into an offshore trust while the individual held non-dom status may now be included in their estate for IHT purposes.

Using lifetime gifting to reduce your exposure to Inheritance Tax

Estate planning always considers lifetime giving as part of mitigating against IHT. When you dispose of assets through gifting, you can reduce your exposure to IHT. However, there are certain conditions you must fulfil if your estate is to avoid paying IHT.

Taper Relief (the 7-year rule)

If you gift property, assets or investments more than seven years before you die, these will no longer be considered part of your estate. All such gifts are considered potentially exempt transfers because they must meet specific criteria to be excluded from IHT calculations.

Potentially exempt transfers

HMRC define a potentially exempt transfer as a lifetime transfer of value that satisfies three conditions:

  • It is a transfer by an individual made on or after 18 March 1986
  • It would be a chargeable transfer apart from Section 3a of the Inheritance Tax Act 1984  (or, if only partly chargeable, is a potentially exempt transfer to the extent that it would be chargeable), and
  • It is a gift to another individual or a specified trust.

These conditions mean that the transfer must be for value to an individual or a specified trust where the transfer would be subject to IHT. Transfers between spouses do not count because they are exempt from IHT.

If the gift donor survives over seven years, the gift’s value falls outside the estate and is not subject to IHT. However, the donor must divest themselves of the gift entirely.

Gifts with reservations

Gifts with reservations occur when the gift donor makes the gift but retains an interest in it or benefits from it. A good example of this is when a parent transfers ownership of the family home to the children but remains living in it rent-free. While the donor has made a gift of the ownership, the donor benefits from the gifted property by continuing to live in it. In such circumstances, HMRC would include the house’s value in the estate for IHT purposes.

Additional gift exemptions

There are also annual gift exemptions that everyone enjoys. You can make annual gifts totalling £3,000 to anyone you want. If a child is getting married, you can give them a gift of £5,000. You can also make a wedding gift of £2,500 to a grandchild and £1,000 to anyone else. In addition, you can make as many small gifts of £250 as you like.

Gifts to charities

Any gift you make to charity is exempt from IHT. This rule applies during your lifetime and on death. In addition, if you leave 10% or more of your estate to charity, the rate of IHT your estate will pay will be reduced from 40% to 36%. So, charity gifting can lead to substantial savings in very large estates.

Estate Planning following the Autumn Budget 2024

The overall rules about making gifts have not changed. However, the budget brought assets into the estate that previously were outside it and not subject to IHT.

Your tactics may need to change to address this. Regular lifetime giving, provided it is not a gift with reservations, remains the most straightforward way of reducing the value of your estate.

If you have an unused pension, depending on your personal tax situation, it may be beneficial to withdraw some of the funds and gift them to others. The withdrawal would still be subject to an immediate income tax charge but might be IHT-efficient.

Dealing with the changes to agricultural and business property relief can be challenging as these are integral assets for your business. You will need to consider family involvement in the business and the basis of ownership of the assets. If you transfer ownership but continue in the business, HMRC will likely view this as a gift with reservations.

The UK government claims that reliefs available for agricultural and business property can total up to £3 million. However, this level of relief is only attainable in specific, limited circumstances.

Whatever you do, you must take legal and financial advice if you intend to take steps to mitigate your IHT exposure. Failure to carry out any estate planning and lifetime giving correctly can lead to HMRC adding the value of property, assets, and investments back into your estate’s value and subject to IHT.

The landscape of Inheritance Tax and lifetime gifting is evolving. To understand how these changes affect you and to explore bespoke strategies for lifetime gifting and estate planning, contact James McMullan today for expert legal and financial advice.

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


Navigating directors’ duties

Are you a company director? If so, are you familiar with your responsibilities and duties to your company? It is common for directors to be unclear about the full scope of their duties, sometimes believing that they can essentially do what they like, particularly if they are also sole shareholders, which is often the case with SMEs. However, the Companies Act 2006 and the articles of association constrain directors’ authority.

Navigating director's duties image of a compass on a business man's hand

What are directors’ duties?

Directors have always owed their companies fiduciary duties, and the general duty of “good faith” has evolved through case law. The Companies Act 2006 codified many of these common law and equitable duties, previously established through case law, as follows:

  • Act within powers: Directors must exercise only the powers granted under the company’s constitution and solely for their intended purposes.
  • Promote the company’s success: Directors must work to promote the company’s success for the benefit of its members as a whole, prioritising the company’s interests over their own.
  • Exercise independent judgment: Directors must act independently and resist third-party influence.
  • Exercise reasonable care, skill, and diligence: Directors must take their responsibilities seriously and discharge their duties with the requisite expertise, caution, and thoroughness.
  • Avoid conflicts of interest: Directors must refrain from actions that could conflict with the company’s best interests.
  • Not accept benefits from third parties: Directors must refuse any benefits offered by third parties, as these may be construed as bribery.
  • Declare an interest in a proposed transaction or arrangement: Directors must disclose any actual or potential conflicts of interest in a proposed transaction or arrangement to the other directors and, in some cases, the shareholders.

Each director individually owes statutory duties to the company. These duties protect the company and its creditors and ensure that directors remain accountable when managing company affairs. These duties cannot be seen in isolation because, in addition, a director will be subject to a wide range of regulations and legislation, including the Insolvency Act 1986, the Company Directors’ Disqualification Act 1986, the Health and Safety at Work etc. Act 1974, and the Corporate Manslaughter and Corporate Homicide Act 2007.

Risks of breaching directors’ duties

As a director, it is key that you are familiar with your duties and ensure that these are fully complied with – if you do not, you risk facing some dire consequences:

  • Damages: If the company suffers financial loss due to a director’s breach of duty, it can sue the director for damages to compensate for the loss.
  • Injunctions: A court can issue an injunction to prevent a director from continuing a breach of duty or to stop a director from engaging in actions that would cause further harm to the company.
  • Restoration: If a director has misused or misappropriated company property, the court can order the director to return it or compensate the company for its value.
  • Accounting for profits: If a director has made profits through a breach of duty, the company can seek an accounting of those profits and an order for the director to pay them to the company.
  • Disqualification: A court can disqualify a director from holding office in a company for between two and 15 years.
  • Fines and imprisonment: In some cases, a breach of statutory duty can be a criminal offence, leading to fines and even imprisonment for the director.
  • Derivative actions: In certain circumstances, a shareholder can bring a claim against directors on behalf of the company (a derivative action) if the directors have failed to act in the company’s best interests.
  • Personal liability: Directors can be held personally liable for losses the company suffers.

Conclusion

In a nutshell, it is imperative that all directors know and understand the duties that they owe to their company. If, as a director, you experience difficulties complying with any such obligations, the first port of call should always be to take competent and commercial legal advice.

If you want advice on company directors’ duties and liabilities, contact Evangelos Kyveris at London law firm RIAA Barker Gillette (UK) LLP.

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


Preparing a business-lasting power of attorney

man signing a business-lasting power of attorney

We are all familiar with lasting powers of attorney, which allows individuals to appoint an attorney to manage their personal affairs if they cannot do so themselves. A business-lasting power of attorney operates on the same basis. It is a document that appoints an attorney to deal with your business affairs and make decisions if you are incapacitated and can no longer manage the business yourself. That may include decisions about your business finances, operations and legal matters.

Why is it essential to have a business-lasting power of attorney?

A business-lasting power of attorney (LPA) is essential because it ensures business continuity and smooth continued operation should the owner be temporarily or permanently unable to manage the business. It allows the attorney to make decisions, process and pay wages, and sign or enforce contracts even though the business owner is incapacitated.

Who can benefit?

Sole traders and single-director limited companies benefit most from a business-lasting power of attorney. A partner in a partnership or a director in a limited company (with more than one director) may also benefit. However, the terms of the partnership agreement or the articles of association may contain provisions for dealing with the incapacity of a partner or a director, rendering a business-LPA unnecessary.

How does a business-lasting power of attorney differ from a personal-lasting power of attorney?

A business-lasting power of attorney focuses on the donor’s business. The donor is the person who grants the business Power of Attorney. A personal-lasting power of attorney will deal with the donor’s personal affairs. In contrast, a business-LPA focuses on the donor’s business needs. These include business continuity, finance management, contract negotiation, completion and enforcement and general business operations. The business-lasting power of attorney can be tailored to meet the specific needs of the donor’s business.

Compliance with the Mental Incapacity Act 2005

A business-lasting power of attorney must comply with the Mental Capacity Act 2005‘s terms, which set out the specifics regarding the donor’s capacity. Section 9 of the Act and subsequent sections deal with the requirements for creating lasting powers of attorney, appointing attorneys (“donees”), restrictions, scope, and revocation.

Communicate the existence of the business-lasting power of attorney to stakeholders

It is essential to inform others involved in the business’s management about the existence of the business-lasting power of attorney. Notifying the business’s bank and professional advisers may also be advantageous. As a result of the grant of the business-lasting power of attorney, management will be confident of the business’s continuity.

Some examples of the application of a business-lasting power of attorney

Unexpected Incapacity

Situation

You, the business owner, become incapacitated due to an accident or illness, rendering you unable to manage your business affairs.

Business-LPA Solution

Your attorney can step in to handle essential tasks, such as signing cheques, paying invoices, managing bank accounts and making important business decisions, preventing disruption and financial losses.

Example

The attorney can authorise the payment of salaries, service business loans, or sign contracts on your behalf.

Business Continuity

Situation

If you are a shareholder or director in a company or a partner in a partnership and you become incapacitated, should the partnership agreement or articles of association omit a procedure for dealing with incapacity?

Business-LPA Solution

The BLPA allows your attorney to act on your behalf, ensuring the business can operate smoothly without delays or complications.

Example

The attorney can manage business assets, handle tax affairs, or potentially hire or remove employees in coordination with and with the consent of other partners or co-directors.

Travel and Absence

Situation

You are a business owner who frequently travels and finds it challenging to manage certain aspects of the business while abroad.

Business-LPA Solution

Your attorney can handle business matters while you are away, allowing you to focus on other aspects of your life without worrying about the business.

Example

The attorney can manage business contracts, deal with clients, or attend meetings on your behalf.

Removing a Partner or Director

Situation

A partner or director in your company becomes incapacitated and cannot consent to being removed.

Business-LPA Solution

Suppose the partnership agreement or articles of association omit provisions dealing with incapacity. In that case, a BLPA may allow your attorney to remove the incapacitated partner or director, preventing potential issues and ensuring the smooth running of the business.

Example

The attorney can take the necessary steps to remove the incapacitated partner or director, ensuring the business can operate effectively.

If you are considering drawing up a business-lasting power of attorney, it is critical that you seek legal advice. Legal advice will ensure compliance with the most up-to-date legislation and that the power of attorney contains provisions tailored to your business and operational needs. So, contact James McMullan today.

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


Can you make a WhatsApp will?

A picture of a family who might consider making a WhatsApp will

Making a will is one of the most important steps anyone can take to protect their estate. But with the rise of messaging apps, many ask: can you make a WhatsApp will? In England and Wales, the law governing valid wills remains rooted in the Wills Act 1837, long before smartphones came into existence. Below, we unpack the key legal requirements for making a will, how digital tools fit in, and whether a WhatsApp will might ever be recognised.

What makes a will valid?

Under the Wills Act 1837, a valid will must satisfy four critical requirements:

Age and capacity

  • The testator must be at least 18 years old.
  • The testator must be of sound mind and mental capacity.

Written document

  • The will must be in writing, and the testator must sign it (or, in certain circumstances, it can be signed by another person in the testator’s presence).

Witnessing formalities

  • The testator must sign the will in the presence of two witnesses or acknowledge their signature in the presence of two witnesses.
  • Those two witnesses must sign the will in the testator’s presence.

These key ingredients are impossible to replicate in a digital world, not least WhatsApp.

Digital adaptations and remote witnessing

During the COVID-19 lockdown, emergency legislation allowed wills to be witnessed via video link—an important step toward modernising wills law. Yet this change still requires a written document signed on paper; the witnessing conducted remotely simply alleviates in-person constraints.

The Law Commission’s electronic wills initiative

Since 2017, the Law Commission has explored electronic wills, pausing its consultation between 2019–2022 and resuming it in October 2023. The goal is to design a framework that:

  • Allows fully digital will execution
  • Preserves safeguards against fraud
  • Potentially introduces a new Wills Act for electronic wills

The consultation closed in December 2023, and as of today, no legislation has formally legalised pure WhatsApp will execution.

Will WhatsApp wills ever be valid?

At present, there’s no indication that a WhatsApp will—a chat message chain—could satisfy statutory requirements because of:

  • Fragmentation: WhatsApp threads lack a single, immutable document.
  • Deletion Settings: Chats can auto-delete, undermining document permanence.
  • Authentication & Witnessing: No reliable built-in method to witness or authenticate signatures.

Until new electronic-wills legislation passes, traditional or hybrid (paper signed and video-witnessed) methods remain the only way to ensure validity.

For tailored advice on electronic wills, remote witnessing, or updating your estate planning in the digital age, contact James McMullan at RIAA Barker Gillette (UK) LLP. He can guide you through current requirements.

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


Supporting neurodiverse people in family law matters

neurodiversity image of a head with a jigsaw puzzle

Neurodiversity refers to the natural differences in how people think, learn and process information. It includes conditions like autism, ADHD, dyslexia, dyspraxia and other neurological variations. These differences can create challenges when navigating complex legal processes, especially in family law.

Family law matters such as divorce, child arrangement disputes, and domestic issues can be overwhelming for anyone. However, these challenges can be even more significant for neurodiverse people due to communication, emotional regulation, and organisational differences. At RIAA Barker Gillette (UK), our family team understands and adapts to your needs, making the legal process far more accessible and less stressful.

Neurodiversity challenges in family law cases

Neurodivergent people experience the world in unique ways, and certain aspects of the legal system can be particularly difficult for them.

Communication

Some neurodivergent people may struggle with verbal communication or prefer written communication. Legal language can also often be a source of confusion.

Emotional stress and anxiety

Family law cases can be emotionally draining, and neurodivergent people may experience heightened stress or anxiety. Changes to routines, uncertainty and conflict can be particularly distressing. Some may struggle with emotional regulation, making it harder to remain calm in high-pressure situations such as court hearings.

Organising and decision-making

Many neurodivergent people, particularly those with ADHD or executive function challenges, find it hard to manage paperwork, remember deadlines, or keep track of legal procedures. They may also struggle with making quick decisions, especially under pressure.

Vulnerability and manipulation

In cases involving domestic abuse or coercive control, neurodivergent people may be more at risk. They might struggle to recognise manipulative behaviours or feel pressured into agreements that may not be in their best interest.

How our family lawyers can support neurodiverse clients

Our family lawyers go the extra mile to accommodate the unique needs of clients with neurodiversity to ensure fair and effective representation. We provide:

Tailored communication that works for you

We use plain, simple language and avoid legal jargon where possible. Instead of solely relying on in-person meetings or telephone calls, we consider other means of communication, including emails and written summaries. We also give you extra time to process information and ask questions for clarification.

Creating a comfortable and supportive environment

We are mindful of every individual’s needs and sensory sensitivities. Therefore, we offer remote consultations and other solutions if you find face-to-face meetings too overwhelming.

Providing emotional and practical support

We prepare you for what you can expect in court, helping you to manage your expectations and emotions during and after proceedings. We also consult with you on whether you would benefit from a support worker or intermediary to help you communicate effectively during proceedings, ensuring that you understand what is said and that you accurately express yourself.

Recognising and safeguarding vulnerable clients

Our family lawyers remain mindful of the potential for coercion or undue influence, particularly in cases involving domestic abuse. We ensure you understand your rights and options before making any decisions, so no other party puts undue pressure upon you.

Helping you stay organised and informed

We can assist you with the organisational side of your family law matter by sending reminders for deadlines, breaking down complex legal steps into manageable tasks, and providing structured guidance throughout the case.

Making family law more inclusive

The legal system can often be rigid and difficult to navigate. Small adjustments can make a huge difference in supporting neurodiverse people. Our family lawyers are continually educating themselves by learning more about neurodiversity and how it affects people.

At RIAA Barker Gillette (UK), we are committed to providing inclusive and empathetic legal representation. We understand that every client is unique, and we tailor our approach to ensure people with neurodiversity receive the support they need to navigate family law matters with confidence and clarity.

If you’re neurodivergent and are facing a family law matter, speak to Pippa Marshall today.

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


Stay in touch

Subscribe to our newsletter

Stay in touch

By completing your details and submitting this form you confirm you are happy for us to send you marketing communications and that you agree to our Website Privacy Policy and Legal Notice and to us using Mailchimp to process your data.


Sending

News/Insight

  • Renters’ Rights Act: why process and paperwork matter more than ever for landlords
    The Renters’ Rights Act has now passed into law, marking one of the most significant shifts in the private rented sector in a generation. Most of the new measures will take effect in May 2026, with a national landlord database to follow later in th


    Read more
  • Understanding the Roles of Executors and Trustees
    When making a will, you place significant trust in those appointed to carry out your wishes. Executors and trustees are key roles, often held by the same people, but their responsibilities differ. Understanding these roles and their obligations helps


    Read more
  • Assigning or Subletting a Commercial Lease: What Tenants Need to Know
    This article explains the key differences between assignment and subletting, outlines the legal framework in England and Wales, and highlights the practical issues tenants should consider before taking action.


    Read more
  • Completion and post-completion steps in a sale: Final steps for sellers
    A guide to completion and post completion steps in a corporate sale including exchange, stamp duty, Companies House filings and key administrative requirements.


    Read more
  • How to protect your brand: A beginner’s guide
    Trademark protection for businesses explained, including how to register a trademark in England and Wales and the key steps to protect your brand.


    Read more

What they say...

  • Paul Woodman, March 2026
    Will writing “Excellent service from start to finish. Efficient and good value. Charlotte was very professional, knowledgeable and understanding.”

  • Client, March 2026
    Great Service “Contacted RIAA to update my will and other things. Charlotte and James provided an efficient, friendly service, and the process was dealt with quickly. Much appreciated.”

  • Client, March 2026
    Expert knowledge and support “Pippa was invaluable in her insight, knowledge, and support. Through what is a very difficult time, she gave me hope that there is something to be done. Very solutions-oriented!”

  • Eve, March 2026
    Professional, compassionate and seamless legal support “I would like to express my sincere gratitude to Charlotte, Solicitor at RIAA Barker Gillette (UK) LLP, for the outstanding support she provided to my father during the creation of his will

  • Laura Kelly, February 2026
    Review of legal guidance received “I recently worked with Patrick Simpson on my settlement agreement. Patrick guided me through every stage with exceptional care and diligence. He kept the process moving efficiently, always updating me promptly

Read more