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Monday, 19 May 2014

NOT JUST ‘DRY LAW’

WHAT DO CLIENTS WANT FROM THEIR LAWYERS?

We recently met with a successful company that uses another firm of employment lawyers on retainer. They considered that these lawyers were slightly weak in the commercial understanding of the company as a business. This was illustrated when the lawyers were trying to apply the law to real situations in the company’s business and how that could impact on them. The company commented that it was not just seeking ‘dry law’, but to really understand how it will affect them in real terms.


CAN WE HELP YOU?

"I instructed John from JKW LAW in December last year and can only describe the service as being - Highly professional, caring, clear and consistent. John achieved the desired result in a cool and calm manner. I would highly recommend John to anyone with any kind of legal problem."

Tim Belson
Jewellery Direct Supply


A COUPLE OF SHORT NOTES ON COMMERCIAL LEGAL MATTERS THAT ARE WELL WORTH READING ...

1. Court clarifies what is ‘reasonable notice’ to terminate a contract

Hamsard 3147 Ltd (t/a Mini Mode Childrenswear) v Boots UK Ltd [2013] EWHC 3251 (Ch), 31 October 2013
The High Court has listed the factors to consider when deciding what is ‘reasonable notice’ for terminating a contract. The decision doesn’t create new law, but it will be useful when interpreting a ‘reasonable notice’ clause, or when a contract is silent on termination.

Hamsard had contracted to supply children’s clothes to Boots. The contract wasn’t in writing and the trading relationship had been inherited from previous arrangements between other parties. Hamsard ran into financial problems and Boots terminated the contract on 9 months’ notice. Both parties accepted that the contract could be terminated on reasonable notice, but Hamsard argued that ‘reasonable’ meant 18 months (referring back to a previous agreement).

The court set out five factors for deciding what is ‘reasonable’, summarising previous case-law:

  1. it will always depend on the facts – so other cases are of limited help;
  2. the circumstances and practices of the parties’ trade may be relevant;
  3. it should be judged at the time notice is given;
  4. the circumstances at the time of the contract are also relevant, to show ‘the common purpose of the parties’; and
  5. it will depend on how formal the relationship is.

Here, the contract was informal, short-term, and constantly changing. 9 months was reasonable.

Although this case is useful guidance when deciding on a reasonable notice period, there’s no substitute for including clear contractual wording on termination rights. The dispute also shows how important it is to document any trading relationship your business inherits - eg following corporate restructurings.


2. New employment rules on changing service providers

The new TUPE regulations came into force on 31 January 2014. This is part of the government’s commitment to cut employment law red tape.

The regulations introduce some important changes:

  • for a TUPE service provision change to take place, post-transfer activities must be ‘fundamentally the same as the activities carried out previously’;
  • pre-transfer collective consultation (where the transferee, with the transferor’s consent, meaningfully consults with the transferring employees) can count towards collective redundancy consultation obligations; and
  • changing an employee’s workplace location after a transfer can be an ‘economic, technical or organisational’ reason and won’t automatically be unfair.

BIS has published guidance on TUPE generally, including the new regulations (the Collective Redundancies and Transfer of Undertakings (Protection of Employment) (Amendment) Regulations 2014)


This article contains general advice and comments only and therefore specific legal advice should be taken before reliance is placed upon it in any particular circumstances.

Thursday, 15 May 2014

EFFECTIVE RISK MANAGEMENT IN CONSTRUCTION AND PROPERTY

(or how to make more money with less effort and fewer problems!)


A SEMINAR ON
THURSDAY 5TH JUNE 2014 AT 10.30AM
PRESENTED BY JOHN WALMSLEY AND MARC PRESTON


Most companies aspire to increase profit but many frequently lose money by not paying enough attention to the identification and management of risk. Worse still, through lack of planning and by working in non-collaborative environments, often the same mistakes experienced on previous projects are repeated.

The seminar will discuss economic, easy-to-understand procedures for managing risk, using techniques suitable for use in the Boardroom or on projects of any value. Examples will be given of good practice looking at risk management through the use of both JCT and the NEC3 forms of contract and will also suggest effective risk management techniques when resolving disputes.

At the end of the seminar participants will wonder why they often spend 80% of their effort and time dealing with problems after they have arisen rather than working to avoid them occurring in the first place.

The seminar will be taking place at The Doyle Club at The Foster Project 31 - 33 Foster Lane, Cheapside, London, EC2V 6HD with registration and coffee and tea from 10.00am. The seminar starts at 10.30am. There is no charge to attend the seminar.

John and Marc will also be sponsoring the networking event which will commence immediately after the seminar at 12.30pm. For those who have not attended before, The Doyle Club is a property and construction networking event held on a monthly basis and regularly attracts in excess of 150 people. Again, there is no charge to attend the networking event.

If you would like to attend the seminar, please send an email to john@jkwlaw.com.