Jurit LLP

We are pleased to announce that Partner, Jo Summers, has been recognised in the prestigious 2025 edition of The Best Lawyers in the United Kingdom™. A peer-reviewed publication, Best Lawyers® ranks the world’s top legal talent, including one of our very own. A private client lawyer, Jo Summers TEP, was ranked for her expertise in Trusts and Personal Tax Law. Recognition in Best Lawyers is widely regarded by both clients and legal professionals alike, as a significant honour conferred on a lawyer by his or her peers. Robert Marcus, Senior Partner at Jurit, commented: “Congratulations to Jo on achieving this accolade. As a true leader in her field it is a pleasure to see her recognised in this way by her fellow peers.” For more information, visit https://www.bestlawyers.com/

For many founders, one of the biggest challenges of scaling a business is attracting and retaining exceptional people when larger competitors can often offer higher salaries and bigger benefits packages. That is why the Government's recent expansion of the Enterprise Management Incentive (EMI) scheme could prove to be one of the most significant reforms for UK growth businesses in recent years. EMI has long been regarded as one of the UK's most effective employee share schemes, enabling businesses to reward key employees with a stake in future success in a highly tax-efficient way. However, many companies found themselves growing out of the regime just as they entered their most important phase of expansion. The reforms introduced from April 2026 seek to address that problem. The maximum company-wide value of EMI options has doubled from £3 million to £6 million, while eligibility thresholds have increased substantially. The gross assets limit has risen from £30 million to £120 million, and the employee headcount threshold has increased from 250 to 500 employees. For ambitious scale-ups, this is a significant shift. Businesses that may previously have considered themselves too large for EMI may now qualify, while those already operating schemes can potentially extend and enhance them as part of a broader growth strategy. Perhaps equally important is the extension of the option exercise period from 10 years to 15 years. Many modern growth businesses take longer to reach a sale, IPO or other liquidity event than policymakers anticipated when EMI was first introduced. The longer timeframe gives founders and employees greater flexibility to participate in the value created over the full growth journey. The reforms also simplify certain administrative requirements and support greater flexibility around employee liquidity, making EMI easier to manage and more attractive to participants. The message for entrepreneurs is clear. In a competitive market for talent, equity remains one of the most powerful tools available. The ability to offer meaningful participation in future value creation can help businesses recruit, motivate and retain the people needed to drive sustainable growth. At Jurit LLP, our lawyers are already helping founders, investors and management teams assess how the new rules can support their growth ambitions.

For a growing business, attracting the right management team is only part of the challenge. Keeping those people motivated, rewarding their contribution and giving them a reason to stay through the next stage of growth can be just as important. Share incentives can help align the interests of founders and their leadership teams. But their success depends on more than the percentage offered. However, the timing, valuation, tax treatment and what happens when someone leaves, all influence whether an arrangement delivers what everyone expects. Jeremy Glover, Partner at Jurit, recently joined the International Business Structuring Association (IBSA) podcast for the final episode of its Growth of a Business series, exploring the practical decisions behind tax-efficient management incentive plans. When should a growing business introduce incentives? According to Jeremy, there is a balance to strike between putting incentives in place early and waiting until the right leadership team has taken shape. Introducing a plan while share values are relatively low can give participants greater opportunity to benefit from future growth. However, founders also need to consider who will help deliver that growth and how much ownership they are prepared to share. The starting point should be the commercial objective. Is the business recruiting senior talent, retaining an established team or encouraging management to work towards a future sale? Answering those questions helps determine who should participate, what they should receive and when they should become entitled to it. Avoiding a tax bill without the cash to pay it One of the risks discussed in the podcast is a “dry tax charge”. This is a tax liability arising when an employee has received shares or exercised an option but has no sale proceeds with which to pay it. An award may look attractive on paper, yet create a difficult cash-flow problem if the employee cannot sell their shares. This makes the timing of potential tax charges an essential part of the design process. Businesses should understand the consequences at each stage, from the initial award through to exercise and sale, including any employer National Insurance exposure. Why EMI options can be attractive For eligible businesses and employees, Enterprise Management Incentive (EMI) options can provide a tax-efficient way to share in future growth. An option gives an employee the right to acquire shares later on agreed terms. Qualifying EMI options generally carry no Income Tax or National Insurance charge on grant. Exercise can also be free of those charges where the relevant conditions are met, including an exercise price at least equal to the shares’ market value when the option was granted. Capital Gains Tax may instead arise when the shares are sold. An arrangement allowing exercise at the point of a company sale can therefore help align participation with the availability of cash. However, this treatment is conditional. Eligibility, discounted exercise prices and events affecting qualifying status all need careful consideration. EMI should never be presented as an automatic guarantee of a particular tax outcome. Getting the valuation right Valuation underpins both the commercial offer and its tax treatment. The rights attached to the shares, restrictions and the size of the holding can all matter. A management stake should not simply be priced by applying its percentage to a headline company valuation. For EMI options, businesses can seek agreement of the share valuation with HMRC. Recent investment transactions and changes in the company’s circumstances also need to be considered when establishing an appropriate value. Growth shares offer another approach, allowing employees to participate in value above a specified hurdle. But a hurdle does not necessarily mean the shares have no value when issued. Getting the initial valuation wrong can create unexpected employment tax consequences. Planning for contribution, departure and change The terms governing participation deserve as much attention as the initial award. Vesting provisions can link entitlement to continued service, performance or agreed milestones. Leaver provisions determine what happens if someone departs before the business reaches its intended destination. For founders and management alike, clarity matters. Participants should understand when their rights accrue, what they may retain on leaving and how different departure circumstances will be treated. These discussions can be uncomfortable at the outset, but resolving them early helps reduce uncertainty later. Looking beyond UK borders International growth adds another layer of complexity. A business with an overseas parent, UK employees or plans to expand into the US, for example, needs to consider how its incentive arrangements operate across jurisdictions. An employee’s relocation can also affect the analysis. UK tax advantages should not be assumed to apply elsewhere. The employee’s circumstances, working arrangements and relevant domestic and treaty rules need to be reviewed before conclusions are drawn about the tax treatment. Building incentives around your business A successful incentive plan gives key people a clear understanding of how their contribution can translate into future reward, while supporting the company’s wider growth plans. For founders, that means considering incentives early and reviewing them as the business, its ownership and its management team evolve. Listen to Jeremy Glover’s conversation with the IBSA: Tax Efficient Management Incentive Plans. To discuss management incentives, EMI options or the implications of rewarding an internationally mobile team, contact Jeremy Glover for a no obligation discussion.

Jo Summers, Partner in the Private Wealth & Tax team at law firm, Jurit LLP: A pre-election Budget is usually the time for freebies to woo voters.  But this week’s Budget contained far more than a 2% reduction in National Insurance or reducing the top rate of Capital Gains Tax on properties. When news started circulating that the Chancellor was considering abolishing non-dom status, I took it with a pinch of salt. So, it was a surprise to see Jeremy Hunt stealing one of Labour’s tax ideas. From 6 April 2025, the concept of being a ‘non-dom’ will disappear.  Instead, we’ll have a new system of taxing foreign income and gains (FIG) for individuals who have been non-UK resident for at least 10 consecutive years before they arrive in the UK. The FIG treatment will only be available for the first four years of residence. There will be no UK tax on any new FIG arising after 6 April 2025 (for those individuals who qualify). Plus, in a crucial change to the current rules, those individuals will be able to bring their FIG into the UK without any UK tax arising.  Afterwards, it is UK tax on worldwide income and gains. Gone will be the requirement for separate capital and income accounts.  Also, any client who has left the UK to ‘restart’ the domicile clock after six years, will be disappointed.  They now need to remain offshore for at least 10 consecutive years before they return. There will also be a consultation on abandoning the concept of ‘domicile’ for inheritance tax (IHT) and using residence instead.  I suspect this means UK residents will be liable to IHT on their worldwide assets after the four-year FIG period has expired. If a non-dom has set up an offshore trust, any FIG that arose before 6 April 2025 will not be taxed unless a UK resident receives a distribution or benefit.  But there will be no protection for FIG arising in offshore trusts after 6 April 2025. We are told these new measures will raise an additional £2.7bn per year by 2028-29, on top of the £8.5bn annual tax which non-doms already pay. But how were these figures calculated? One of the difficulties HMRC has is knowing how much foreign income/gains any non-dom has offshore, if these aren’t remitted to the UK. There’s no requirement to give a figure in the UK tax return (unless you’re claiming the defence to the TOAA rules) and most non-doms nominate a small bank account when claiming the remittance basis, rather than giving any real information on their offshore wealth. The Institute of Fiscal Studies noted that non-doms paid £77m in the Remittance Basis Charge alone in 2020-21, and obviously that money will disappear when the remittance basis is abolished. Will the approx. 37,000 non-doms who pay tax on the remittance basis each year all stay in the UK, and pay tax on their worldwide income and gains? Given how many of my clients contacted me in a panic yesterday, asking which country they can move to, I suspect not. I rather fear this measure will reduce the tax contribution from foreigners living in the UK, not increase it.

Louise Taft, employment law expert at Jurit LLP, commented: “Pay gap reporting does little more than shine a light on inequality but that light has the potential to drive change. Having said that, there has been limited progress on gender pay equality since pay gap reporting was introduced, so only time will tell whether extending reporting to disability and race will move the dial.”

Jurit is enhancing access to high‑quality mediation services with the appointment of Founding Partner Robert Marcus to Mediator Locator, a nationwide network that connects businesses, individuals and legal advisers with experienced, legally qualified mediators. With more than 30 years’ experience resolving complex commercial disputes, Robert acts as a mediator in commercial and contractual matters, as well as partnership and shareholder disputes. His work spans sectors including technology, maritime, insurance and renewable energy, giving him a broad commercial perspective and a pragmatic, solutions‑focused approach to mediation. Stuart Lawrence, Founder of Mediator Locator, an accredited mediator, adjudicator and qualified barrister with more than 30 years’ legal and commercial experience, commented: “We are delighted to welcome Robert to the Mediator Locator panel. His extensive experience of complex commercial disputes, combined with his pragmatic and commercially focused approach, makes him an excellent addition to our network.” Mediator Locator enables users to identify mediators whose expertise and style align with the needs of their dispute. Its carefully selected panel comprises qualified lawyers with substantial experience in the areas in which they mediate. Reflecting on his appointment, Robert said: “Mediation gives those involved in a dispute the opportunity to step back, examine the issues from a different perspective and work towards a practical resolution. I am delighted to join Mediator Locator and make my mediation services available at a wider level.” View Robert’s Mediator Locator profile to learn more about his experience and approach.

Quentin Archer, a recognised expert in the field of data privacy and lawyer at Jurit LLP: “Over the last ten years, senior executives have become much more knowledgeable about the impact of the GDPR.  Data privacy aspects are relevant in most larger transactions, and privacy functions are now normal in businesses of any size.  As documentation has gradually become standardised, privacy policies, impact assessments, transfer agreements, data processor agreements and other tools of the privacy trade have become familiar in commerce, and are therefore less likely to be seen as annoying impediments to normal business. “Perhaps the biggest change over the last ten years, however, has been the increasing risk of cyberattacks, which threaten all a business’s data, and not just personal data.  “Although regulators will fine companies for losing personal data, the biggest threat to companies is not the fines themselves, but instead, the prospect that their operations might have to cease entirely if they are locked out of their own data.  There is a much greater emphasis on maintaining security as a result, which benefits individuals as well as the businesses themselves. How is AI impacting the work of a) regulators; and b) companies trying to comply with different sets of legislation “AI has made some things easier, and other things harder.  For example, data subjects can now very easily compile a subject access request in seconds and send this off to the companies they are concerned about, which means that some companies are liable to receive a higher volume of requests.  “Many people who issue Subject Access Requests (SARs) also want to involve the regulator, and so regulators are being inundated with a large number of requests for action which are superficially well drafted.  AI tools can, in some cases, be used to help respond to these requests, but at considerable cost to the businesses concerned.  “On a positive note, there are good examples of common documentation which can be accessed using AI tools, and some useful advice which can be accessed via AI, so companies may find that the initial cost of achieving compliance is lower.  “Unfortunately, however, the answers provided by an AI tool are frequently wrong or misleading, and so rigorous training is needed in order to make sure that the use of AI does not result in embarrassment or worse.” To what extent is AI use making it harder for companies to comply with GDPR? “Companies need to be aware of the potential dangers of AI.  For example, an AI tool which is allowed to have access to confidential personal data might analyse that data in ways which the individual concerned might not reasonably expect, and there are dangers of wrongful misuse or unnecessary disclosure.  “Generally speaking, companies should ensure that databases holding personal data are either shielded from the use of AI, or are subjected to it within very strict limits.  “As AI continues to evolve, there are diverging views as to the dangers of AI, with some people enthused by its abilities, while others are worried about its potential harmful effects.  With that in mind, I would say that AI governance is beginning to overtake GDPR compliance as a key concern.”

Jurit law firm has advised specialist scientific and commercial consultancy E-vate on its transition to employee ownership through the establishment of an Employee Ownership Trust (EOT). Founded in 2010 and based in Knutsford, Cheshire, E-vate supports pharmaceutical and life sciences businesses with evidence-based strategic consultancy across areas including clinical development, translational medicine, market access and strategic communications. Lawyers from Jurit LLP advised on the transaction, supporting the company through the process of establishing the trust and completing the transfer of ownership. The move to employee ownership provides a long-term succession solution for the business while preserving its culture, independence and strategic direction. It also creates a framework to support continued growth and employee engagement. Jeremy Glover, Partner at Jurit and specialist in Employee Ownership Trusts, advised E-vate on the legal aspects of the deal. He said: “Employee Ownership Trusts continue to be an increasingly attractive succession option for founder-led and specialist businesses that want to preserve their independence and reward the people who have contributed to their success. “E-vate has built an excellent reputation in the life sciences and pharmaceutical sectors, and this transition creates a strong platform for the next phase of the company’s development while ensuring employees remain central to its future.” Chris Harrison, director of E-vate, added: “This is a significant and exciting moment for E-vate. Our success has always come from the quality of our people, the strength of our scientific thinking and the trusted relationships we build with clients. “We believe employee ownership gives E-vate a strong platform for the future and reinforces what clients value most about working with us. Jeremy and the team at Jurit provided clear, commercial and pragmatic legal advice throughout the process and were instrumental in helping us complete the transaction successfully.” E-vate’s existing shareholders will retain a minority stake and remain actively involved in the business. Employee Ownership Trusts enable shareholders to transfer a controlling interest in a business into a trust that operates for the long-term benefit of employees. Jurit has extensive experience advising businesses on EOT structures, governance and succession planning. This transaction marks the latest in a series of EOT mandates for the firm, including its recent advice to Marine Product (Scotland) Limited on its transition to employee ownership. Initium Corporate Finance, a specialist sell-side corporate finance advisory firm, acted for E-vate on the transactional side.

Jurit LLP has appointed experienced family lawyer Christian Abletshauser as Partner to lead its London-based Family Law practice, strengthening its growing Private Wealth & Tax offering.   Christian has more than 20 years' experience advising individuals, families and business owners on complex family law matters, including divorce, financial remedies, children, nuptial agreements and cohabitation, often with international dimensions.  His experience includes sole conduct of significant reported cases, including Robertson v Robertson [2016] EWHC 613 (Fam) and Re T, one of the four conjoined appeals determined by the Court of Appeal in Re H-N and Others [2021] EWCA Civ 448. Christian combines clear judgement and strategic thinking with a genuine personal commitment to his clients, many of whom continue to turn to him long after their case has concluded. Christian said: “Jurit’s collaborative culture, senior expertise and entrepreneurial model were a strong fit for me. Complex family matters increasingly overlap with tax, trusts, succession and business interests, and Jurit’s model allows us to work seamlessly across those issues. “I look forward to contributing to Jurit’s growth alongside excellent, supportive and genuinely like-minded lawyers, in a firm where clients come first and commercial success follows from putting their interests at the heart of what we do.” Robert Marcus, Founder at Jurit, said: "Christian brings deep experience, sound judgement and a pragmatic, client-focused approach. Family law is a natural extension of our private wealth practice, and we are delighted to have him leading it." Jo Summers, Head of Private Wealth & Tax at Jurit, added: "Christian's appointment significantly strengthens our private client offering, bringing senior family law expertise alongside our existing private wealth and tax capability." The appointment is the latest investment in Jurit's Private Wealth & Tax practice, which has recently been recognised in the Chambers High Net Worth Guide. - ENDS – Key contact Hannah McGivern PR Consultant [email protected] +44 7882 404283   Notes to Editors Jurit LLP is a virtual law firm comprising nine senior partners and 25 consultant solicitors, advising UK and international businesses and private clients. Its lawyers include senior commercial, private wealth and tax practitioners with experience at leading international firms and in-house. Jurit is ranked by Legal 500 (2026) and Chambers (2026). https://jurit.com/

Jurit LLP has appointed Caroline Williams as a consultant solicitor within its expanding Private Wealth & Tax team, strengthening its international private client capability whilst reinforcing demand from lawyers for a consultant-led model. Caroline brings with her more than 20 years’ experience in private client law, with particular expertise in international tax and cross-border UK–French succession planning. A law and French graduate of the University of Bristol, Caroline holds a Diploma in French Law from the University of Poitiers and is also a member of STEP (the Society of Trusts & Estate Practitioners). She trained and qualified in 2004 with Burges Salmon in Bristol, before moving to London to join Charles Russell Speechlys, where she spent nearly a decade advising international private clients. Throughout that time, Caroline’s practice has encompassed estate planning, personal taxation, immigration matters (including settled status), and complex cross-border wealth structuring. Now operating remotely from Bristol, she will focus on advising affluent UK-based individuals with French connections, particularly those acquiring or holding French property. Her expertise includes, trusts and trust drafting, cross-border estate planning and succession structuring, advising on the tax implications of French property ownership, French matrimonial property regimes and coordinated UK–French Wills, and liaison with French notaires and management of cross-border transactions. Nicola Dudley and Jo Summers, Co-Heads of the Private Wealth & Tax at Jurit are delighted to welcome Caroline to the team. Speaking of her appointment, Nicola said: “Demand for sophisticated cross-border private wealth advice continues to grow. Caroline’s appointment reflects both the strength of our pipeline and our strategy of attracting senior specialists who want to build and develop their practices within a flexible, high-calibre platform.” Jo added: “Caroline’s niche expertise in advising UK-based individuals on French property ownership and succession planning significantly enhances our international private wealth offering. This technical depth, combined with practical experience of working with French notaires and navigating dual-jurisdiction issues, will be of real value to our clients.” Caroline’s appointment also underscores the continued momentum behind a virtual, consultant-led structure, enabling senior lawyers to operate with autonomy while benefiting from a collaborative national platform. After returning to Bristol and resuming private practice, Caroline sought a structure that would allow her to scale her private client work with greater flexibility and long-term control over practice development. She explained: “The opportunity to join Jurit and build my practice within a virtual, yet supportive and collegiate environment was hugely appealing. The firm combines technical excellence with genuine flexibility, allowing experienced lawyers to focus on client work and growth without the constraints often associated with larger traditional firms. I’m looking forward to developing my cross-border practice and contributing to the continued expansion of the team.” As demand for international private wealth advice remains strong, the firm expects further growth across its Private Wealth & Tax team, as well as its Corporate, Commercial Property and Employment practices over the coming year. Caroline Williams, newly appointed Consultant Solicitor at Jurit LLP, brings over 20 years’ private client experience to the firm’s growing virtual practice. - ENDS - Key contact Hannah McGivern PR Consultant [email protected] +44 7882 404283   Notes to Editors Jurit LLP is a leading virtual law firm made up of nine experienced, senior partners and 25 consultant solicitors who deliver agile, responsive and flexible legal services to UK and international businesses, and private clients. The firm boasts a team of experienced commercial and private wealth and tax lawyers based across the UK, many of whom have lived and worked around the world in senior partner roles for leading multi-national law firms or as in-house counsel for international businesses. Jurit was recently ranked by global legal research and publishing company Legal 500 (2025) for its employment law advice to employers (2025) with Adrian Hoggarth and Louise Taft both mentioned. Jurit’s TMT practice was ranked as ‘one to watch’, with reference to both Anthony Garrod and Robert Marcus. Chambers, meanwhile, ranked the firm’s Employee Ownership Trust practice (2025), led by Jeremy Glover. https://jurit.com/

Nicole Gallop Mildon has joined the firm’s Private Wealth & Tax team, strengthening its specialist Anglo-French private client capability. Jurit has appointed highly experienced private client dual-qualified lawyer Nicole Gallop Mildon as a consultant in its Private Wealth & Tax team, strengthening the firm’s specialist Anglo-French capability. Nicole brings almost 30 years’ experience advising individuals and families on complex private client matters, with the rare distinction of being qualified in both England & Wales and France. Based in London and France, she helps clients navigate the legal and tax complexities that arise when families, assets and succession planning span multiple jurisdictions. Her appointment further enhances Jurit’s growing international private wealth offering, joining fellow Franco-British specialists Jo Summers, Claire Adenis-Lamarre and Caroline Williams in the firm’s Private Wealth & Tax team. Nicole advises clients on wills, estate planning, succession, probate, mental capacity, lasting powers of attorney, trusts and the ownership, inheritance and disposal of French property. She is particularly experienced in helping British nationals with assets in France understand the differences between the two legal systems and avoid potential difficulties when planning for the future. Nicole’s interest in cross-border private client work began at an early age, having grown up in Belgium where she experienced first-hand the practical challenges faced by international families. After studying at King’s College London and completing further legal studies in Paris, Nicole began her career at a Paris notarial practice before qualifying under French law. Following her return to the UK, she qualified as a solicitor in England & Wales, creating the dual qualification that has shaped her career. She has since held senior positions at boutique and national law firms, including as an equity holder, director and partner, developing a reputation as a leading adviser on Anglo-French private client matters. Nicole, diplômée notaire, commented: “Very few lawyers are qualified to advise from both an English and French legal perspective, and that has shaped my career for almost three decades. “Families are increasingly international, but succession, property ownership and incapacity laws can differ significantly between countries. Helping clients navigate those differences is both intellectually fascinating and incredibly rewarding. “Jurit’s collaborative culture, independence and strength of its Private Wealth & Tax team made it a very attractive proposition. The firm’s consultant model allows me to focus on delivering the best possible advice for clients while working alongside exceptional colleagues with complementary expertise.” Jo Summers, Head of Private Wealth & Tax at Jurit, added: “Nicole brings an exceptionally rare combination of expertise to Jurit. Her appointment reflects the growing demand for specialist advice as more individuals own overseas property, relocate internationally or have family connections across different jurisdictions, and reinforces our commitment to providing clients with truly specialist advice across international succession planning, estate administration and wealth preservation.” Robert Marcus, Founding Partner at Jurit, concluded: “We are delighted to welcome Nicole to Jurit. Her dual qualification together with the experience she brings, strengthens our ability to support individuals and families with increasingly complex wealth and succession planning needs even further.” Jurit’s Private Wealth & Tax team was recently recognised in the Chambers High Net Worth Guide, reinforcing the firm’s position as a destination firm for complex private wealth advice in the UK and internationally. - ENDS - Key contact Hannah McGivern PR Consultant [email protected] +44 7882 404283 Notes to Editors Jurit LLP is a leading virtual law firm made up of nine experienced partners and 25 consultant solicitors who deliver agile, responsive and flexible legal services to UK and international businesses, and private clients. The firm boasts a team of experienced commercial and private wealth and tax lawyers based across the UK, many of whom have lived and worked around the world in senior partner roles for leading multi-national law firms or as in-house counsel for international businesses. Jurit was recently ranked by global legal research and publishing company Legal 500 (2026) for its employment law advice to employers, and its Employee Share Schemes practice. Chambers, meanwhile, ranked the firm as a ‘Leading Firm in the UK’ (2026), with Employee Share Schemes & Incentives and SME-focused Firms both ranked, alongside Jeremy Glover as an individual. The firm is also ranked in Chambers HNW Guide, where Jo Summers is ranked in the Private Wealth Law (London) category. https://jurit.com/

Yasmin Hoque, a consultant solicitor at law firm Jurit LLP, has been included in the Top 50 Most Influential Muslim List in Europe for 2024. Now in its third year, the Influential Muslim List spearheaded by EqualityX, is reserved for the most inspirational individuals of the Muslim community. The list recognises and celebrates the achievements of Muslim professionals whose work has brought distinction to Muslim communities and enhanced the reputation of Muslims. Those awarded the accolade have a solid track record of making a positive difference in their chosen field and in society, whilst influencing with impact to improve workplace culture. A private client solicitor, based in Southampton, Yasmin has an Islamic Alimiyyah qualification to advise on Sharia law for local and international clients on private wealth matters, and specialises in advising on succession planning – from wills and probate, to charity law and personal tax. She is one of the few people to be awarded the EqualityX accolade for the second year in a row. Commenting on Yasmin’s achievement, Dr. Zaheer Ahmad MBE, founder of EqualityX, said: "We’d like to congratulate Yasmin on being recognised as one of the Top 50 Influential Muslims in Europe. This achievement reflects her dedication and profound impact within her community and professional field. “Out of the hundreds of entries we received, Yasmin’s authenticity and courage in embracing her faith in the workplace distinguished her, together with her efforts to address and highlight the challenges faced by Muslims, which is truly commendable.” Yasmin who is a consultant solicitor specialising in private wealth and tax at Jurit LLP, commented: “I am delighted to have been recognised in this way. It feels like a certification and validation of all the work going on behind the scenes to deliver on the blend of faith and law which many said not to pursue. I am honoured to share this with so many other influential people in this space, and feel very blessed to be included.” Jo Summers, a Partner in the Private Wealth & Tax team at Jurit, who is herself an expert in Sharia Law, concluded: “Well done to Yasmin on receiving this much-deserved award. Her commitment to go above and beyond in all that she does for her Muslim and non-Muslim clients is commendable, and we are incredibly pleased for Yasmin that she has been recognised in this way.”

A lasting power of attorney (LPA) allows someone to appoint trusted people to make decisions on their behalf. It can provide vital reassurance that their affairs will be managed if they become unable to make those decisions themselves. But when a family suspects an attorney is misusing that responsibility, knowing where to turn and how to explain their concerns, can be difficult. A recent Telegraph investigation has highlighted pressures on the Office of the Public Guardian (OPG), which registers LPAs and investigates concerns about attorneys and deputies in England and Wales. Jo Summers TEP, Head of Private Wealth & Tax at Jurit, spoke to the newspaper on behalf of STEP about the difficulties families can face and why careful planning and early advice matter. In 2025–26, the OPG received more than 1.58 million applications to register lasting powers of attorney (LPAs). Concerns raised about attorneys and deputies increased by 17% to 13,183. Of these, 28% were accepted for investigation, while 72% were signposted to other services. Applications took an average of 45 working days to process, meanwhile investigations, took an average of 198 working days to conclude, against a target of 70. These figures demonstrate growing demand for LPAs and pressure on the OPG to deal with investigations. “More of us are living longer, but not always keeping mental capacity, so the need for LPAs and advice is growing. That puts pressure on the system. Processing times for routine LPA applications haven't changed much,” Jo explains. In her experience, families can find it difficult to secure an investigation when they suspect funds have been misused but lack access to the evidence that might substantiate their concerns. She has also encountered lengthy waits in complex Court of Protection matters. “Some of my clients have raised concerns with the OPG but have found that, without firm evidence, a suspicion alone doesn't seem to be enough to prompt an investigation. And for more complex matters, particularly in the Court of Protection, enquiries can go a long time without a reply, in one case over a year.” Families should not, however, assume they must prove wrongdoing before raising a concern. The OPG’s reporting guidance makes clear that people can submit a report even if they do not have all the information requested. It will then assess whether it has the legal authority to investigate. Jo’s advice is to start keeping a clear record as soon as concerns arise. Write down what you have noticed, when it happened and who was involved. Keep copies of relevant bank statements, bills or messages that you can lawfully access. Specific dates, transactions and examples can help explain the situation when seeking legal advice or reporting it to the OPG. Where concerns involve someone’s care or safety, local adult social services may also be able to help. Suspected criminal offences should be reported to the police, and anyone in immediate danger needs an emergency response through 999. Careful planning when making an LPA is equally valuable. There are two types in England and Wales. Property and financial affairs, and health and welfare. A registered property and financial affairs LPA can be used with the person’s permission while they still have capacity, subject to its terms. A health and welfare LPA can only be used when the person lacks capacity to make the relevant decision. An LPA must be made while the person has the capacity to do so. Choosing attorneys carefully, discussing your wishes and ensuring your attorneys understand the responsibilities involved can help reduce the risk of problems later. Taking specialist legal advice at the outset can also help you consider how the arrangement should work in practice. LPAs remain a valuable way to plan ahead. But if you are worried about someone’s capacity or an attorney’s actions, seeking advice early can help you understand your options without waiting until you have assembled every piece of evidence. For help making an LPA, understanding an attorney’s responsibilities or addressing concerns about how someone’s affairs are being managed, contact Jurit’s Private Wealth & Tax team. Read the full story in The Telegraph.

Employers face stronger duties to prevent workplace harassment and new trade union access rights from 30 October 2026, as the next phase of the Employment Rights Act 2025 takes effect. Further changes follow in January 2027, including a shorter qualifying period for ordinary unfair dismissal protection and uncapped compensatory awards. For businesses across Great Britain, now is the time to review policies, refresh training and ensure managers understand what is changing. A higher standard for preventing sexual harassment Employers will need to take “all reasonable steps” to prevent sexual harassment, strengthening the existing requirement to take “reasonable steps”. Having a policy on file will not, by itself, demonstrate compliance. Employers should assess where risks arise, make reporting straightforward and ensure managers can respond appropriately. Training should also be relevant to the working environment, with records kept of the action taken. Responsibility extends to customers and clients Employers will also face liability where employees experience harassment by third parties, such as customers, clients or suppliers, and the employer has failed to take all reasonable steps to prevent it. This protection extends beyond sexual harassment. Businesses should consider the risks associated with customer contact, off-site work and work-related events, and give staff a clear route to raise concerns. Managers must be prepared to challenge inappropriate behaviour, including where an important client is involved. Trade union access is changing New provisions will allow independent trade unions to request physical and digital access to workplaces and workers, including where the union is not recognised. Access will operate through a statutory agreement process; it is not an unrestricted right to enter premises or access IT systems. Further changes cover facilities and rights for union representatives. Employers will therefore need to identify who will handle access requests and review existing arrangements where unions are recognised. The separate duty to inform workers of their right to join a trade union is now scheduled for 1 January 2027. We are still awaiting the government’s wording for notifying workers. Why probation procedures need a review From 1 January 2027, the qualifying period for ordinary unfair dismissal protection will reduce from two years to six months. Employees who already have six months’ service on that date will also benefit. The cap on compensation for unfair dismissal will also be removed. Although this does not impose a statutory limit on probation periods, it makes managing them effectively more important. Extending someone’s probation beyond six months will not delay their entitlement to unfair dismissal protection. Employers should set clear expectations at the start of employment, hold regular reviews and address performance concerns promptly, recording the support provided and decisions taken. Review dates should allow time for a fair process and consideration of contractual and statutory notice requirements. The process needs to be completed within the six-month timeframe. What should employers do now? Review harassment risks, policies, reporting procedures and manager training ahead of 30 October 2026. Assign responsibility for handling union access requests, and prepare for January by reviewing probation procedures and arrangements for informing workers about their trade union rights. Across these changes, written policies will need to be supported by practical action, with clear responsibilities and timely reviews, not to mention professional legal support where necessary. For advice on preparing your business, contact Adrian Hoggarth, Head of Employment Law at Jurit LLP.

In recent months, several City law firms have announced eye-watering increases to the salaries of fresh-faced newly qualified solicitors.The current high-water mark appears to be £180,000 reportedly paid by a US law firm. Aside from the market driven justification for such salaries, are clients likely to be getting value from firms paying them? Julian Gray, an experienced international litigation and arbitration partner at Jurit LLP with 45 years PQE, reflects. The accelerating hike in salaries for newly qualified (NQ) solicitors at the major law firms in London can be attributed, in part, to the impact of US law firms coming into the City. They have offered increasingly sizeable salaries to attract what they perceive as the brightest talent in the legal sector. Of course, NQs are entitled to be paid a fair salary but the extent of the salary inflation that we are seeing today will not be without consequences – not just for the law firms and their clients, but for industry as a whole and perhaps even for the wider economy. Indeed, despite the Bank of England’s nominal cut in interest rates last week, it has reportedly been reluctant to lower interest rates from its 16-year high because of the stubbornly high levels of inflation in the services sector. And it is the end-user of legal services who will bear the brunt of the impact. Law firms who pay such salaries will charge ever higher rates to recoup these salaries, resulting in higher fees for clients. There will also be a knock-on effect throughout the legal sector with inflated salary and career expectations lower down the scale. Some work may require, and justify, the most expensive firms and specialist lawyers, most of it will not. Having worked at a large international law firm for the majority of my career, and managed overseas, I am well aware of the pressure that the well-known legal brands are under to be seen to compete. Not only this but their wish to foster the impression that, if they pay top dollar to their staff and their clients pay the same, they must be the best. However, when it comes to legal capability, experience, and the ability to get things done for the clients’ benefit, there is much to be said for working with smaller, lesser-known brands. Very often, they can absolutely compete on quality and experience – and at a very competitive price too. Big firms are frequently at pains to explain all the bells and whistles from which their clients benefit, but the truth of the matter is, that you don’t need to spend a fortune on City law firms to get the job done. You need experience, relevant expertise, and focus. That’s where smaller firms, which are made up of senior, experienced lawyers, can really compete and win – even against some of the self- proclaimed biggest and best firms in the world! Experienced, senior lawyers who are confident in their own expertise can, and do, build bespoke teams for their cases which they personally run, rather than operating through an expensive pyramid structure which inevitably builds and exaggerates cost. These bespoke teams may well include top independent experts and commercial silks, as well as highly qualified Counsel where necessary. Smaller firms have access to these people in exactly the same way as the bigger firms and tend not to be constrained by a requirement to use in-house counsel first. My own experience would leave me needing to be persuaded that, however good they may be, the biggest law firms are better than a small firm with a well- qualified and experienced ‘manager’ using top people from the independent commercial bar, if and when their specialist advocacy skills are required. That is how to add value, not with all the bells and whistles. For example, AI is increasingly being touted as the way forward, and it will have its place.  But AI and other technology is increasingly available and more affordably so. It is much more difficult to replicate the value and experience of senior lawyers who are working without a constant eye on the clock and the overheads! NQs should be paid fairly and if the market dictates large salaries, so be it. But as a client, I’d be asking: “What is the impact on me and what will it cost me? Where is that money going and what value am I getting?” How many hours are these NQs going to have to work to justify these salaries and what does that translate into in charge out rates for clients? And do I want my work done by people who may well feel ground down by long hours to justify such salaries? Can I get better value? I would suggest, with respect, that just possibly you can! Julian Gray is an experienced international litigation and arbitration partner at Jurit LLP.

Monday 9th March 2026 Pictured (L-R): David Fleming, Marcin Tokarzyk, Daniel Bartos, and Jonathan Maxwell Jurit law firm has advised Marine Products (Scotland) Ltd on its transition to an Employee Ownership Trust (EOT), securing the long-term future of the Glasgow-based salmon producer, and placing the business in the hands of its employees. Marine Products (Scotland) Ltd supplies a range of salmon products to long-standing trade customers and retailers. The move to an EOT ensures the company’s independence and provides a clear succession solution following careful planning by the Mackenzie family after the passing of former owner Angus Mackenzie in 2018. Lawyers from Jurit LLP advised on the transaction, supporting the company through the process of establishing the trust and completing the transfer of ownership. Under the new structure, shares in the business are held by a trust on behalf of employees, allowing the existing leadership team to continue managing the company while ensuring staff benefit from its future success. Managing director, Mary Bisset, will continue to lead the business, having been with the company for more than 20 years, and has been MD for eight years. She said: “This is a positive step for Marine Products. We wanted an ownership model that protects the legacy of the business while giving it the best possible platform for the future. “Employee ownership does exactly that – it keeps the company independent, allows decisions to be made for the long term, and recognises that our people are central to our success. The employees know this business best, and this structure puts them at the heart of safeguarding its future.” Jeremy Glover, Partner in the Tax & Incentives team at Jurit, who advised on the deal and is a specialist in Employee Ownership Trusts, added: “We were delighted to support Marine Products through the legal process required to establish the Employee Ownership Trust and complete the transition. The structure ensures the company can continue to grow while keeping its culture, expertise and independence firmly intact. “Employee ownership is increasingly recognised as an effective succession solution for owner-managed businesses. It allows founders or shareholders to step back while protecting the legacy of the company and empowering the people who have helped build it.” According to Jurit, the deal reflects a growing trend among UK businesses considering employee ownership as a long-term succession strategy, particularly where maintaining stability, independence and workforce engagement are key priorities. Jeremy added: “Transactions involving employee ownership trusts require careful structuring to ensure the trust is established correctly, governance arrangements are clear and the transaction meets the relevant legislative requirements. Derek Ellery, consultant solicitor at Jurit specialising in corporate and M&A advice, added: “Working closely with the company and its advisers, we helped guide the business through each stage of the process so the transition could be completed smoothly and with confidence.” Marcin Tokarczyk (operations manager) concluded: “I have been with Marine Products for 16 years, and what has always mattered to me is the people and the pride we take in what we do. “Knowing the company is now owned for the benefit of employees gives real reassurance about the future. It feels like a natural next chapter – protecting what has been built while giving the business the stability it needs to keep going for the long term.” Marine Products’ management team will continue to lead the company’s day-to-day operations, while a board of trustees will act on behalf of employees as beneficiaries of the trust. - ENDS - Key contact Hannah McGivern PR Consultant [email protected] +44 7882 404283   Notes to Editors Jurit LLP is a leading virtual law firm made up of nine experienced, senior partners and 25 consultant solicitors who deliver agile, responsive and flexible legal services to UK and international businesses, and private clients. The firm boasts a team of experienced commercial and private wealth and tax lawyers based across the UK, many of whom have lived and worked around the world in senior partner roles for leading multi-national law firms or as in-house counsel for international businesses. Jurit was recently ranked by global legal research and publishing company Legal 500 (2025) for its employment law advice to employers (2025) with Adrian Hoggarth and Louise Taft both mentioned. Jurit’s TMT practice was ranked as ‘one to watch’, with reference to both Anthony Garrod and Robert Marcus. Chambers, meanwhile, ranked the firm’s Employee Ownership Trust practice (2025), led by Jeremy Glover. https://jurit.com/

The first new government minister to feature on Laura Kuenssberg’s flagship BBC Sunday morning show, Labour’s new Business Secretary, Jonathan Reynolds, wasted no time, as he walked through a raft employment law changes. This could hold a clue as to just how central employment law changes will be to the new government’s agenda, and whilst the Plan to Make Work Pay is short on detail, it is big on ambition. If enacted, it will lead to some of the most significant changes to employment law seen in many years. But what is Labour proposing exactly? Louise Taft, employment lawyer at Jurit LLP, explores. As part of their mission to grow Britain’s economy and raise living standards across the country, Labour aims to “deliver a new deal for working people” which will “boost wages, make work more secure and support working people to thrive.” They will do this by introducing a range of legislation within 100 days of entering government, whilst consulting fully with businesses and workers before any legislation is passed. HR practitioners therefore need to monitor for developments to establish just what will change and any unintended consequences that Labour proposals may have. To help you get ahead, here’s a whistlestop tour of what HR professionals can expect in the coming months. Day 1 Rights This has the potential to have the biggest impact on day-to-day HR practice. Labour will scrap the two-year qualification period to bring claims for unfair dismissal, though still allowing for probationary periods. As ever, the devil will be in the detail in order to fairly dismiss at the end of a probationary period and what period of time will be considered fair, so HR professionals will need to wait and see. Zero Hours Contracts Labour will end one-sided flexibility, ban exploitative zero hours contracts and introduce the right to a contract that reflects the number of hours worked over a 12-week reference period. They also want to ensure workers get reasonable notice of change in shifts or working time, with compensation available for cancelled or shortened shifts. Fire and rehire Fire and rehire will be banned under the new government, but they also recognise that there will be a limited number of cases where this will remain possible if the alternative is bankruptcy and mass redundancy, because businesses must be able to restructure to remain viable. Labour will target “proper process based on dialogue and common understanding”. This points to a strengthening of the ACAS Code of Practice as opposed to an outright ban, but time will tell. Single Worker Status Another significant change will be the proposal to create a single status of worker. This will remove the hybrid “worker” status which gives the right to claim under the Equality Act and rights to the minimum wage and holiday pay, but not the right to bring unfair dismissal claims or the right to redundancy. This is something Labour recognises will need to be consulted on, so it is unlikely to be implemented immediately. Redundancy, TUPE and Whistleblowing This government vows to change the rules on collective consultation so that the trigger is not the number made redundant in anyone “establishment” but, rather, across the business. They plan to reinforce existing rights and protections in TUPE situations, but there is no detail yet on what this might entail. Whilst Labour promises to strengthen protection for whistleblowers, including women reporting sexual harassment, we await more on what this might entail. Self-Employment The new government is proposing more support for the 4.5 million self-employed people in the UK. They will do this with a right to a written contract, action to tackle late payment and the ability to extend health and safety and blacklisting protections. Flexible Working Labour says it will make flexible working the default from day one for all workers, except where it is “not reasonably feasible”. This isn’t far away from the proposal made by the Conservative government that resulted in recent relatively minor changes to flexible working legislation. HR professionals will have to wait and see what this entails. Parental Rights Labour is set to review the parental leave system within their first year of government. However, we don’t yet know what they propose to change, so HR professionals will need to monitor this over the coming months. Maternity Discrimination, Carer’s & Bereavement Leave One concrete proposal is to make it unlawful to dismiss a woman within six months of returning from maternity leave “except in specific circumstances”. Labour also plans to review the recently introduced Carer’s Leave and look at paid Carer’s Leave, whilst giving the right to bereavement leave for all workers. Right to ‘Switch Off’ Last year, Angela Rayner told the Financial Times that: “Constant emails and calls outside of work should not be the norm and is harming work-life balance for many.” Following in the footsteps of France, Labour promises to bring in a new policy which would restrict bosses from contacting workers outside of hours by phone or email, but it is not clear exactly what this will mean in terms of legislation. Minimum Wage You can expect the new government to scrap the age bands that form part of the Minimum Wage in a bid to deliver a more genuine living wage. Labour also wants to require the Low Pay Commission to take account of the cost of living when setting the rates. Meanwhile the new government will also work with the Single Enforcement Body and HMRC to step up enforcement by businesses, including penalties for non-compliance, as well as to make sure that regulations on travel time are implemented properly. Sick Pay The new government aims to deliver on their promise to lower the earnings threshold for statutory sick pay, opening up access to sick pay to an estimated 1.5 million workers. They will also make workers eligible to claim sick pay from day one of falling ill. Internships In line with EU proposals, Labour plans to ban unpaid internships, except where as part of an education or training course, in a bid to clamp down on unscrupulous employers. Equality and Equal Pay To prevent outsourcing being “used by employers to avoid paying equal pay”, Labour will introduce legislation which will likely allow outsourced employees to compare themselves with workers at the end user. There will also be regulatory enforcement unit for equal pay to ensure compliance, meanwhile, large firms will be “required to develop, publish and implement action plans to close their gender pay gaps”. Going forwards, this would mean that outsourced workers would need to be included in gender pay gap reporting and mandatory ethnicity and disability pay gap reporting will also be introduced. Large employers will also be required to produce Menopause Action Plans and guidance will be available for smaller employers on matters such as uniform, temperature, flexible working and recording menopause related absences. Employment Tribunal time limits To allow more time for internal procedures to resolve employment disputes, Labour plans to increase the time limit for presenting a claim from three to six months of an alleged act. Whilst this proposal would leave more time for settlement of disputes before the time limit forces workers into the Employment Tribunal system, it could lead to a lengthier period of uncertainty for employers. Collective bargaining There are significant proposals around trade union legislation that are beyond the scope of this article, but Labour also promises to address sector specific collective bargaining in the social care and education sectors. As can be seen, there are some potentially seismic proposals here. However, many of them lack detail and/or are subject to consultation at the moment, but what is clear is that with a significant change in politics will come significant changes for HR practice.

With the number of women experiencing menopause whilst in employment rising, and amid increased media awareness of the issue from celebrities including Davina McCall,the Equality and Human Rights Commission (EHRC) has published guidance for employers on how to make reasonable adjustments for menopausal women. The move also comes on the back of several high-profile Employment Tribunal cases in which employers have been held to have discriminated against women experiencing menopause. The textbook definition of the menopause is defined as being a point in time 12 months after a woman’s last period, which stop due to lowering hormone levels as women get older. The period prior to this called the perimenopause can last for several years, bringing with it potentially debilitating symptoms which can affect women in their everyday life – both at home and at work. The EHRC issued the guidance to employers to explain how laws that have existed for many years may protect the growing numbers of working women experiencing menopause. But what are employers legally obliged to do, what constitutes a ‘reasonable’ adjustment and what more can employers choose to do to support women at this time of life? Louise Taft, consultant employment lawyer at Jurit LLP, explores. The EHRC guidance, entitled Menopause in the workplace: Guidance for employers, aims to clarify legal obligations and provide practical tips. It’s user friendly, with a number of helpful videos and was published, in part, in response to the results of a Chartered Institute of Personnel and Development (CIPD) survey. Their research revealed that up to two thirds (67%) of working women with experience of menopause symptoms found that it negatively impacted them at work. Not only this, one in ten women surveyed by the Fawcett Society, stated that they left employment due to their symptoms. Why did the guidance hit the headlines? EHRC’s guidance hit the headlines because it confirms that menopause symptoms can be considered a disability under the Equality Act and therefore obligates employers to make reasonable adjustments for the worker. In doing so, they also point out that less favourable treatment of women experiencing menopause could be unlawful direct discrimination on grounds of age and sex. What sorts of reasonable adjustments should employers consider? Menopause symptoms vary in severity, and some women experience debilitating symptoms that do affect them to such an extent they meet the definition of disability in the Equality Act – this is that the symptoms have a long term and substantial impact on the woman’s day to day activities. For these women, there is a duty on their employer to make reasonable adjustments. However, as the employer you need to be aware both that the symptoms are this debilitating and that the adjustments could alleviate the problems the woman is experiencing. Commonly requested reasonable, practical adjustments might include: Fresh air Comfortable desk seating Natural light A private room/ability to work without distractions Temperature controlled workspace Flexible hours Homeworking The challenge of objectivity What is and is not reasonable will, of course, depend on the job functions of those involved and the particular workplace in question. However, many of the adjustments mentioned above should be possible without impacting on productivity – either of the woman in question or her colleagues. Indeed, employers might consider making adjustments whether the symptoms are so severe as to constitute a disability or not. Not only will this support the wellbeing of the person in question, it can also ensure the retention of that talent within your business. This is exactly what property consultancy, Vail Williams LLP, did when they launched their “Menopause Matters” campaign in 2023. Best Practice Case Study – Vail Williams LLP Vail Williams is a property consultancy employing over 170 people across 12 offices in the UK. In 2023, they implemented a menopause awareness campaign which began with a management course and saw the firm go on to implement several adjustments in support of those affected by the menopause, as well as those more indirectly affected too. Explaining their decision to invest in this area, Tanya Horscroft, Learning & Development Manager at Vail Williams, said: “Without knowledge, understanding is almost impossible. The roll out of a menopause awareness course was designed to deliver a compassionate understanding and expanded comprehension of the issue at a managerial level, which in turn would support those struggling with some of its symptoms.” Such was the success of the course from menopause training specialist, Nicola Green Consultancy, that the firm went on to deliver a range of other initiatives including a Women’s Wellness Risk Assessment as well as more practical support for women with symptoms, including a menopause ‘first aid kit’ for each office. Nicola Green, of Nicola Green Consultancy, a former Operations Manager in law who herself experienced menopause aged just 32, is passionate about raising awareness around the issue. She added: “Often it is the simplest of support that makes the world of difference, and it doesn’t have to cost the earth. From period products in toilets to the ability to comfortably approach a manager who is confident in their own understanding of this topic. “I tell all managers in my training sessions that they are not expected to have all the answers or to be menopause experts, but being able to provide a listening space can be so very supportive. “Finally, a key point to remember when considering the experience, management and support for menopausal individuals is that there is no ‘one size fits all’ approach - everyone should be supported on an individual basis.” What are the risks if you do not make reasonable adjustments? Employers who do not consider adjustments could find that they not only run the risk of losing valuable staff but could also find themselves in front of the Employment Tribunal if a member of staff makes a claim against them. For help and support on the issue, take a look at the EHRC guidance, top tips and videos which are all very helpful and, if necessary, seek legal advice from an employment law expert.