Back to basics with testamentary capacity
In revised guidance first published in July, the Government stated that it is no longer instructing people to work from home if they can. In line with that, many employers have planned and begun implementing a return to the workplace. However, as the latest figures and the Government’s recently published Autumn and Winter Plan seem to indicate, it is clear that the risk of contracting COVID-19 will continue to be a genuine and serious one for some time.
From being the centrepiece of England’s post-Covid recovery with ‘eat out to help out’, the hospitality sector is now struggling to rebuild after lockdowns, furlough and rising food prices. At the same time many restaurants, cafes and pubs are coming up against the hard realities of a post-Brexit immigration policy and discovering what it means for their business.
Earlier this year it was announced that the Government had plans to consult on changes to our flexible working regime. The Government’s Consultation Paper has now been published and illustrates the Government’s intentions regarding how flexible working rights will operate in future.
A recent case has highlighted a trend that that we have seen over recent years, with Employment Tribunals finding that the dismissal of a senior executive can be fair where there has been a breakdown in relations amongst a management team and one director / executive is considered to be more at fault (Moore v Phoenix Product Development Ltd EAT/0070/20). Also, the procedural requirements for such dismissals may be more limited, in this case, the fact that no right of appeal was offered did not render the dismissal unfair.
You may be surprised to learn that, without realising it, you may be a whistleblower. If you are a manager, you could easily come across a situation in which you are expected to manage (or even dismiss) a whistleblower, without anyone warning you of the dangers.
Skip to content Home About Us Insights Services Contact Accessibility