Who pays?

There are several grounds upon which it is potentially possible to contest a person’s Will.  These include:

• The person making the Will (the testator) lacked the necessary mental capacity
• The testator either did not know or did not approve of the contents of their Will
• The testator was improperly influenced into making the Will
• The Will was not correctly executed
• The Will is a forgery and/or was fraudulently obtained

All of these types of claim are known as “validity disputes”, because you are effectively disputing the validity of the Will itself.

On the other hand it may be that even if the Will is valid, you feel that it is unfair in that it does not make sufficient financial provision for you.  In those circumstances, it may be possible to bring a claim under a piece of legislation known as the Inheritance (Provision for Family and Dependants) Act 1975 (known simply as the 1975 Act).  The 1975 Act provides for certain classes of people to be able to apply to the court for greater financial provision out of a deceased person’s estate, and is explained in more detail below in the FAQs relating to financial provision.      

If you do not have a justifiable reason for insisting that your employees have the vaccine (see FAQ above) your employee could resign and bring a claim of constructive unfair dismissal if they have more than 2 years’ continuous employment. This would be on the basis that you have breached trust and confidence.

If the vaccine includes pig gelatine (as many do), and the employee refuses on religious or because they are vegan, you may face a claim for discrimination under the Equality Act 2010.

• Audit
  • Identify your off-payroll contractors
  • Determine the status of off-payroll contractors
    • CEST – HMRC employment status checker for tax purposes
• Communication – liaise with affected workforce
• Contracts – get them compliant
• Consider the Ward Hadaway toolkit

The change in the law has the potential to place much greater financial risks on suppliers, making it more difficult to exit a contract with a customer of doubtful solvency.  This will place increased emphasis on appropriate financial due diligence and credit checking before entering into supply contracts.

In addition to the obvious issues around financial risk, suppliers will also need to think carefully about how their contracts are drafted.  For example, any form of right that is drafted so as to be triggered on customer insolvency will clearly be problematic.  These could include:

• Retention of Title provisions, which are commonly drafted so that the right to enter premises and retake possession of the goods is triggered on insolvency;
• Provisions for brand protection, which seek to control how goods are dealt with on termination of the contract.

This is potentially a very significant development for many businesses.  We would strongly recommend specialist advice be obtained so that:

• businesses understand the potential increased risks faced; and
• where possible, contracts are updated so that appropriate protections are maintained.

If the business has areas requiring an increased workforce whilst others require a reduced workforce, staff can be retrained and redeployed across the organisation or even across a wider group of companies. This will not reduce the wage bill but will avoid the need for redundancies. Making fundamental changes to an employee’s role and duties will require their agreement following a fair selection and consultation process.