Clarity and simplicity for the law on limitation in “concealment” cases

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Limitation periods reflect the uncontroversial principle that a defendant should not be exposed to a claim which the claimant has unreasonably delayed in pursuing.

However, what should happen to the limitation period where the defendant is responsible for the claimant’s delay, having concealed the facts underlying the cause of action? This is the issue which is addressed by ss. 32(1)(b) and (2) of the Limitation Act 1980, and which was considered by the Supreme Court in its recent judgment in Canada Square Operations Limited v Potter.

The decision emphasises the need to give the words of s. 32 their ordinary meaning, resulting in an expansion of the scope of s. 32(1)(b) and a narrowing of the scope of s. 32(2). Despite the changes in the interpretation of the provisions, it appears likely that the effects of the decision in practice will likely be relatively limited, with most cases still being likely to be decided as they would have been under the previous caselaw. The Supreme Court’s judgment nevertheless provides welcome clarification on the tests to be applied, and will simplify an area of law which has historically been subject to an array of inconsistent and complex decisions.

Factual and legal background

In 2006, Mrs Potter took out a loan with Canada Square. This was accompanied by a PPI insurance policy. Canada Square did not inform Mrs Potter that over 95% of the cost of the policy was commission payable to them.

In 2014, the Supreme Court handed down judgment in Plevin v Paragon Finance, holding that a party’s failure to disclose commission in this way rendered the parties’ relationship “unfair” under the Consumer Credit Act 1974, such that the other party was entitled to recover the amounts paid.

In 2018, Mrs Potter issued a claim against Canada Square in reliance on the Supreme Court’s decision in Plevin. Canada Square defended the claim on the basis that it was time barred, the relevant relationship having ended over six years before the claim was issued. In reply, Mrs Potter sought to rely on s. 32(1)(b) and 32(2) of the Limitation Act. As to these:

  • S. 32(1)(b) postpones the commencement of the limitation period where “any fact relevant to the plaintiff’s right of action has been deliberately concealed from him by the defendant” until “the plaintiff has discovered the […] concealment […] or could with reasonable diligence have discovered it”.
  • S. 32(2) provides that for these purposes “deliberate commission of a breach of duty in circumstances in which it is unlikely to be discovered for some time amounts to deliberate concealment of the facts involved in that breach of duty”.

The Supreme Court’s judgment

The Supreme Court was required to consider the meaning of the phrases “deliberately concealed” in s. 32(1)(b) and “deliberate commission of a breach of duty” in s. 32(2).

“Concealed”

The Court began by considering the meaning of the word “concealed” in s. 32(1)(b). In a series of previous decisions, the Court of Appeal had held that insofar as the concealment relied on was a withholding of information (as opposed to taking active steps to conceal), the claimant would need to show that the defendant was subject to a duty to disclose the relevant information. This duty did not need to be a legal duty, but rather could be one “arising from a combination of utility and morality”.

The Supreme Court held that this was the wrong approach, noting that it had no basis in the statutory language; a party could perfectly well be said to conceal something which it had no duty to disclose (the Court used the example of an elderly lady hiding her pearls from a burglar). Further, applying this gloss to the statutory language would lead to unwelcome uncertainty and complexity insofar as it would require the Courts to decide in what circumstances a duty in “utility and morality” arose.

The Court also rejected previous Court of Appeal dicta suggesting that concealment required the defendant to know that the facts withheld were relevant to the claimant’s right of action; instead it was sufficient simply that they had withheld the information.

“Deliberately” concealed

The Supreme Court next considered the meaning of “deliberately” concealed in s. 32(1)(b). In this context, having decided (as noted above) that withholding of information would only amount to concealment where there was a duty to disclose, the Court of Appeal had held (on the basis of pre and post-Limitation Act case law, and statutory materials preceding the Limitation Act) that deliberate concealment could exist not only where the defendant had not disclosed a fact which they knew they had a duty to disclose, but also where they had been reckless as to whether they had such a duty.

Given that the Supreme Court had decided that concealment did not require any duty to disclose, it likewise rejected the Court of Appeal’s conclusions regarding recklessness, which were premised on such a duty being required. Looking at the matter afresh, and having also considered the meaning of the word in the context of s. 32(2) (to which most of the previous caselaw was directed – see below), the Court concluded that “deliberately” should bear its ordinary meaning; deliberate concealment therefore required a defendant to intend to withhold the relevant facts from the claimant.

“Deliberate” commission of a breach of duty

Following the Court of Appeal’s decision, it was undisputed that the existence of an unfair relationship under the Consumer Credit Act would give rise to a breach of duty for the purposes of s. 32(2), notwithstanding that the Act was couched in terms of an unfair relationship rather than any breach of duty.

The issue was therefore what mental state the word “deliberate” required on the part of the defendant when committing the relevant breach of duty (on the facts, when performing the act which rendered the relationship unfair i.e., failing to disclose the commission). In this regard, the Court of Appeal had relied on a combination of pre and post-Limitation Act caselaw as well as the parliamentary materials which preceded the Act (as noted above) to decide that the test was met if a defendant was reckless as to whether his actions were in breach of duty; actual knowledge of the breach was not required. For these purposes, the Court of Appeal gave recklessness the meaning given to it in the seminal criminal case of R v G; in order to be reckless, a defendant would need to be subjectively aware they were at risk of breaching the duty, in circumstances where it was objectively unreasonable to take that risk.

The Supreme Court was not persuaded by this analysis, noting that in its view the previous case law did not establish that recklessness was sufficient. The Court also indicated that, in circumstances where the relevant words of the Limitation Act were ordinary words of English with a clear meaning, it was impermissible to rely on the statutory materials which had preceded the act as an aid to interpretation. In what it stated was a return to the ordinary meaning of the statutory words, the Court concluded that deliberate commission of a breach of duty required the defendant to know they were committing a breach of duty.

Decision on the facts

In light of its conclusions, the Cout concluded that Canada Square had deliberately concealed facts underlying Mrs Potter’s right of action from her for the purposes of s. 32(1)(b), having intentionally withheld the amount of the commission. However, Canada Square had not deliberately committed a breach of duty for the purposes of s. 32(2), having been unaware that its failure to disclose the commission would render its relationship with Mrs Potter unfair.

Conclusion

The Supreme Court’s decision brings greater clarity and simplicity to the law, by holding that:

  • “Concealment” for the purposes of s. 32(1)(b) does not require a defendant who withholds facts relevant to a right of action to be under any duty to disclose them or to be aware that they are relevant to the right of action – it is enough simply that they are withheld; and
  • “Deliberate” in the context of s. 32(1)(b) and s. 32(2) requires actual intention to withhold the relevant facts or knowledge of the relevant breach of duty (as applicable), recklessness in either case being insufficient.

Following the Supreme Court’s judgment, s. 31(1)(b) is broader in scope, while s. 32(2) is narrower. Whether the new law is favourable to claimants or defendants will vary on a case by case basis, although as a general rule it seems likely that in most cases the result will be the same as previously. Specifically, it appears likely a defendant who withholds information relevant to a right of action for the purposes of s. 32(1)(b) (such that they satisfy the new test) will usually also be acting immorally and with an awareness that the facts are relevant to the right of action (as required under the old test); similarly, for the purposes of s. 32(2), a defendant who is aware that they are at risk of breaching a duty of care in circumstances where it is objectively unreasonable to take that risk (as required by the old test) appears likely to know that they are acting in breach of duty (such that they satisfy the new test).

In any event, limitation issues appear likely to be simpler for parties to plead and for the Courts to determine in light of the Supreme Court’s judgment. As was the position under previous caselaw, claimants will frequently be well advised to rely on both limbs of s. 32 in the alternative, with success under either limb being enough to deprive the defendant of its limitation defence.

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Benedict Walton

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Resolution’s Vision for the family courts to better meet the needs of families

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Following the launch of Resolution’s ‘Vision for Family Justice’ this annual Awareness Week, all week we have been considering their five key recommendations for a number of changes to policy, legislation and processes in order to improve the family justice system in England and Wales.

The fourth objective, as set out in the Vision document, linked here, is ensuring that the family courts meet the needs of families.

Responses to Resolution’s 2022 member survey consistently reported how the significant (and worsening) increase in delays, the state of the family courts and the lack of resources negatively impacts upon children and their families. The April to June 2023 family court statistics show that children are waiting nearly a year for the courts to determine which parent they live with, or how much time they spend with their non-resident parent. This leaves families in limbo for an inordinate period of time and in an area of law where the ‘status quo’ is often used as a barometer for future arrangements, in certain circumstances, this can have a significant impact on the relationship between a child and their non-resident parent.

There are no routinely published statistics for delays in financial matters, but a judicial report from September 2021 suggested that it took two years, on average, for proceedings that reach final hearing to be concluded. That is a significant period of time for separating couples to be living with financial uncertainty and to be unable to meaningfully plan for their future.

It is, therefore, not surprising that in response to Resolution’s 2022 member survey, 90% of those surveyed said that court backlogs were causing additional and unnecessary stress and pressure for clients. Resolution’s Vision for Family Justice is therefore calling for the following:

  • No further family court closures.
  • Online processes that can be evaluated on a case-by-case basis.
  • For contested financial remedy cases under a certain value to be fast-tracked, with an emphasis on fewer hearings and shorter timescales.
  • Links to Resolution and Law for Life’s Affordable Advice Service to be provided to all Litigants in Person in the family court, and via online court services.

Whilst it is evident that longer term solutions, aimed at reducing the number of private court applications, will require appropriate investment, families need a smooth-running, accessible, contactable and responsive family court. It is hoped that these proposals aimed at ensuring that the family courts better meet the needs of families, along with more public funding for early legal information and advice, and increased access to Advice and Information Meetings, will enable all families going through a separation equal access to family justice.

Forsters’ Family department supports the recommendations made by Resolution. The other key recommendations in the Vision for Family Justice include:

  • Cohabitation reform (find the link to our summary article here).
  • Helping families to find solutions (find the link to our summary article here).
  • Protecting the Vulnerable (find the link to our summary article here).
  • Making family law fit for purpose.
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Ready to Raise Funds?

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Being ready to raise funds is a position that every business should seek to be in even where fundraising is not an imminent objective. From a legal point of view, being ready to raise funds really just means knowing where everything is, and being able to demonstrate everything you know about your business to somebody who is taking a look at it. Plus, you want to be able to provide this information as soon as, or possibly before, it’s asked for by any potential investor.

You’re the entrepreneur and I expect that you’re all over your business plan, but, apart from that, here are some of the key things to check are in order:

  • Your Company Books – starting with a ‘fun’ one, it’s a legal requirement to keep certain statutory registers up to date, such as your register of members. Having ‘up to date’ filings on Companies House is not the same (although potential investors will be taking a look at these too) as it’s the register that shows ownership of legal title to shares. All investors will expect to see these books to check that all is as they expect.
  • Your Cap Table – your register of members should also be translated to a user friendly cap table that you’ll be able to use to consider pre- and post- money ownership percentages and dilution on a fully diluted basis (i.e. including any option holders or holders of other convertible instruments that will not be on your register of members). Having this ready will help when you negotiate your valuation with investors too. There are online providers of software to help you manage this which may be useful once you have raised funds.
  • Your Financial Records – what potential investors will want / expect to see will depend on the stage of the business, but any accounting records should be well maintained and available for review.
  • Your IP – many companies are IP rich and IP should always be considered. For example:
    • Have all consultants signed IP assignments?
    • Has anyone who has worked on IP for the business (including founders and employees) before the company was incorporated signed IP assignments?
    • Have any other IP assets been protected or what is the strategy around that? Is the company name trademarked?
    • Has open source been used and can you demonstrate that the terms of the licence don’t require your own IP to be distributed freely?
  • Your IT
    • Do you have a summary of your IT system that you could disclose, with the documentation to support that summary should anyone wish to look at the detail?
    • Can you demonstrate that you’ve thought about cyber security? It’s a podium placer for top risks to businesses and demonstrating that you understand the issue, by setting out the approach you take to mitigating the risk, will help put minds at ease.
  • Their Data – Where is the data you control or process, what is it, and how do you go about making sure you’re dealing with it lawfully? What’s expected of you on this will depend on how data rich your business is and what stage your business is at, but regardless of the answer to those, there will be an expectation that you can show that you’re on top of it.
  • Your Customers and Suppliers – Are your customer and supplier relationships documented in up to date, unexpired and fully signed contracts? You will likely need to disclose these during the investment process (considering first any particularly sensitive information and whether confidentiality provisions apply).
  • Your team
    • Are the terms of engagement of your employees, workers and consultants all in writing and have they signed up to restrictive covenants, confidentiality undertakings and, where required, IP assignments?
    • Are any incentive schemes in place and if so, are all scheme documents available?
  • An NDA – Before disclosing anything secret, consider agreeing a confidentiality / non-disclosure agreement (NDA) with proposed investors. Having a reasonable NDA ready to sign could help this process (although keep in mind that some institutional investors may require their own paper to be used, not to be difficult, but because it’s been through their own in-house legal review and forms part of their own investment process). Similarly, institutional investors look at so many initial decks that they may not have the time or inclination to be troubled by negotiating an NDA, so think about the ‘when’ of seeking an NDA too.

Having the above in mind will keep you on the front foot when going out to raise funds, whether it’s from angel investors, VCs or otherwise.

When you’re at the point of considering the terms of investment, take a look at our term sheet explainer too.

Disclaimer

This note reflects the law as at 15 November 2023. The circumstances of each case vary and this note should not be relied upon in place of specific legal advice.

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Resolution’s Vision for Family Justice on better protecting the vulnerable in the family courts

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During Annual Awareness Week, in what is the organisation’s 40th year, Resolution have launched their Vision for Family Justice. This calls for a number of changes to policy, legislation and processes in order to improve the family justice system in England and Wales. The Vision document, linked here, makes five key recommendations.

One area in which Resolution proposes change is in finding ways to better protect the vulnerable. This includes supporting and protecting victims of domestic abuse in the family court, ensuring that legal aid is available for those who need it, and ensuring that children who are affected by family law matters are supported.

Supporting and protecting victims of domestic abuse

Resolution considers that one of the ways practitioners can better support their clients is by screening for domestic abuse and utilising the Resolution Domestic Abuse Alert Toolkit, to identify situations where clients may be suffering from domestic abuse and/or violence.

Resolution further proposes that the prohibition on cross-examination of victims of domestic abuse by perpetrators is extended to apply to any case and not just new cases before the court. They also highlight the importance of judicial consistency in respect of both the implementation of the relevant Practice Directions (PD 12J and PD3AA) and the approach to a need for fact-finding, which will help to maintain the integrity of the court process.

Legal aid

Legal aid is currently only available in limited circumstances. Crucially, Resolution advocates to make public funding available to both victims and alleged perpetrators in children proceedings where there have been allegations of domestic or child abuse. Resolution also proposes that the criteria is widened to include the instruction of a specialist accredited solicitor who has screened for domestic abuse and evidence from health professionals based outside the UK. Making legal aid more widely available could have a huge impact on the protection of children and vulnerable parents. It is no secret that where two parties have distinctly different financial circumstances, the court’s ability to produce a fair result is arguably impaired. Providing increased public funding would allow for greater equality of arms between litigants.

Importantly, Resolution are also pushing for legal aid to be made available for other alternatives to court, including family mediation, collaborative practice and Resolution’s single lawyer scheme. At present, legal aid in family matters is only available in cases where there are or will be proceedings underway. Widening the gateway criteria in this way would not only assist families in finding solutions outside of court but would free-up court time to allow judges to deal with cases where court intervention is most urgently required, for example those where there is a vulnerable party.

Supporting children

Resolution’s Vision also outlines that more needs to be done to help children receive the emotional and financial support they need. They are campaigning for improvement to the child maintenance system, for example by introducing statutory recognition of enforceable child maintenance agreements, and abolition of the ’12 month rule’, to ensure that receiving parents and children have increased financial protection. When it comes to ensuring that children have the appropriate financial support, Resolution highlights that it is ultimately the children of already vulnerable households who can be worst affected and need the greatest care.

Further proposals include that the UN Convention on the Rights of the Child is enshrined into English domestic law and that safeguarding for children participating in Child Inclusive Mediation is improved.

Other key recommendations in the Vision for Family Justice include:

  • Cohabitation reform (find the link to our summary article here).
  • Helping families to find solutions (find the link to our summary article here).
  • Improving the way child arrangements are handled.
  • Ensuring the family courts meet the needs of families.

Forsters’ Family department supports the recommendations made by Resolution.

Resolution’s Vision refers to the statistic that 50% to 60% of families coming to court will have allegations and/or other evidence of domestic abuse. Domestic abuse and its impact on parents and children are an important part of family practice and such cases can be hugely complex. It is not only essential that family lawyers are aware of how best to support their clients, but that (much needed) changes are made in policy and law to address the current issues facing the family justice system.

Nicholas Jacob and James Brockhurst to speak at the STEP Bermuda Conference 2023

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Private Client Partners, Nicholas Jacob and James Brockhurst will be speaking at the STEP Bermuda Conference taking place on 29-30 November 2023.

This conference will bring together industry leaders, innovators, and practitioners from around the globe to for two days of unparalleled networking, knowledge sharing, and strategic insights.

Nick will be speaking on the topic of Family Wars – lessons to be learned from conflicts, covering matters such as conflicts in families, how avoidable they are and preventing mistakes for the future.

James will be speaking on the topic of Digital assets – Opportunities and challenges in modern estate planning, covering matters such as institutionalisation of digital assets, custody, challenges for service providers and tax.

More information on the conference can be found here.

Resolution’s Vision for Family Justice on helping families to find solutions

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To mark their Annual Awareness Week this week and the organisation’s 40th year, Resolution have launched their Vision for Family Justice. This calls for a number of changes to policy, legislation and processes in order to improve the lives of children and families in England and Wales.

The Vision document, linked here, makes five key recommendations.

One area in which Resolution suggests change is in looking for ways to help families find solutions. They consider the current status of public funding for early information and advice, the importance of co-parenting programmes and the introduction of Advice and Information Meetings (AIMs).

Currently, legal aid in respect of family matters is only available in limited circumstances. Resolution recommends that public funding for early, tailored legal advice is prioritised, to help people understand their rights and responsibilities from the outset. Early advice can better signpost people to mediation and make it more robust, as well as helping to identify other methods of resolving disputes out of court.

This issue was recently considered by Parliament, when the House of Commons Justice Committee recommended that the Government invest in early legal advice as part of their inquiry into the future of legal aid in 2021. Resolution supports this recommendation and proposes that the Government considers scaling up services which are already working together with Resolution to increase support to Litigants in Person. The potential effect of this is important; a recent World Bank report highlighted that £1 spent on legal aid saves the state £5 elsewhere (for example through reduced court spending and fewer people receiving benefits).

Resolution also proposes that co-parenting programmes should take place earlier, and that they should be a statutory requirement before an application is issued, as is the case with MIAMs.

Resolution also recommends that statutory MIAMs are replaced with Advice and Information Meetings (AIMs) to allow people to have access to broader and more rounded advice regarding their legal rights and options (including but not limited to mediation) from the outset. It is proposed that these meetings are delivered by family justice professionals and that they should take place earlier in the process before an application to court is considered.

Other key recommendations in the Vision for Family Justice include:

  • Cohabitation reform (find the link to our summary article here).
  • Improving the way child arrangements are handled.
  • Ensuring the family courts meet the needs of families.
  • Better protecting the vulnerable in the family courts.

Forsters’ Family department supports the recommendations made by Resolution. Whilst many people can afford legal advice, many more can’t. Around 80% of cases in the family courts now involve at least one unrepresented litigant. With investment from the state in early legal advice for all, many cases will be appropriately signposted away from the family courts, freeing them up to deal with only the most appropriate cases, for example those involving a vulnerable party or those with safeguarding concerns.

Spurs result flags up venues’ residential neighbour disputes – Victoria Du Croz speaks to Property Week

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Head of Planning, Victoria Du Croz, has spoken to Property Week on how a legal dispute recently lost by Tottenham Hotspur football club has returned attention to the debate over the balance of rights and obligations for both businesses and local residents.

Commenting on how the club had objected to proposed residential developments close to their stadium (and had had a subsequent judicial review dismissed on the grounds that access to the stadium would not be unreasonably impacted), Du Croz wrote that:

“Spurs was looking at how it could future-proof itself and force Lendlease to allow very reasonable terms through the planning system, without having to rely on a commercial negotiation.”

No guarantees

Businesses such as these inevitably come with noise and disturbance to the local area, with a previous example being that from 2011 in which a proposed development within earshot of Elephant & Castle’s Ministry of Sound nightclub threatened the club’s operation.

Du Croz explained that the Ministry of Sound eventually settled its case with a compromise, writing that:

“The owners of the new residential development agreed to allow the Ministry of Sound to make a certain noise level without it being considered a nuisance. That then enabled permission to be granted.”

She caveats this story with the point that the introduction of the ‘agent of change’ principle to the National Planning Policy Framework has since altered such circumstances. Now, “the onus is on new residential schemes to put in place noise-mitigating measures.”

This principle, however, does now demand that new developments have no impact on businesses. What it emphasises, Du Croz believes, is the need for “entertainment operators to diversity and in [reaching agreements] agree what the noise level should be.”

“You want to allow for diversity. Football stadiums often have pop concerts that exhibit a different noise matrix [to football].”

Light issues

Beyond noise, the effect of light is also an issue currently being contested, with current attention current fixed on the proposed MSG Sphere development in Stratford. On this, Du Croz explains that the law isn’t as developed for light as it is for noise.

“The sphere is visually dynamic, but potentially visually intrusive. There’ll be planning policies in place to ensure that any new developer doesn’t adversely impact people’s amenity and access to light, so they will have to contend with that.”

This article was originally published by Property Week on 15 November 2023 and can be read here in full (behind their paywall).

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Victoria Du Croz

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New Research published by Resolution demonstrates need for Cohabitation Reform

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This week (27th November – 1st December 2023) is Resolution’s Annual Awareness Week*.

In honour of the organisation’s 40th year, this week also sees the launch of Resolution’s Vision for Family Justice. The Vision document, which can be found here, draws together research, legal analysis and practitioners’ experience to make five key recommendations for the future of family law.

Top of the list of recommended reforms are proposed changes to the law relating to cohabiting partners. Currently, cohabiting couples have little legal protection when they separate. Resolution proposes urgent reform in order to make financial remedies available to separating cohabitees (subject to certain eligibility criteria). The Vision document suggests that the orders the court should be able to make for cohabiting couples be along the same lines as those available to married couples, albeit granted on a different and more limited basis. Resolution also recommends a review of the law relating to financial provision for children of unmarried parents, and the introduction of protections following the death of a cohabiting partner.

A nationwide poll commissioned by Resolution found around half (47%) of cohabitees are unaware that they lack rights should they split up. This research also revealed that:

  • 59% of people polled back better legal protections for cohabiting people.
  • 74% of cohabitees agree that ‘the current laws surrounding cohabitation are unfit for today’s modern society’.

Cohabiting couples are the fastest growing family structure. According to House of Commons Library research, 1.5 million couples cohabited in 1996 but that figure increased by 144% over the following 25 years to 3.6 million in 2021. According to the recent Resolution polling, 83% of respondents believe that cohabiting will become even more popular in future. The growing popularity of cohabitation, combined with the lack of awareness around the legal vulnerabilities of cohabitees, and the overwhelming view that the current laws are out of date, speak to the need for urgent reform in this area of the law.

Other key recommendations in the Vision for Family Justice document include:

  • There should be more public funding for early legal information and advice.
  • The way child arrangements are handled should be improved.
  • The family courts need to meet the needs of families.
  • The vulnerable must be protected in the family court.

Forsters’ family department welcomes Resolution’s Vision for Family Justice and will be supporting Awareness Week by sharing their thoughts and experiences of the issues facing the family justice system. We hope that policymakers will give vital (and overdue) attention to the needs of families and make the changes needed to create a justice system that is fairer and more fit for purpose.

*Resolution is a membership body representing over 6,500 family justice professionals. Resolution is at the forefront of campaigning for reforms to the family justice system and promoting a constructive approach to resolving family issues. All of the lawyers in Forsters’ family department are members of Resolution and subscribe to its Code of Practice.

Resolution Awareness Week

Moving to the UK: key considerations for US citizens

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The US and the UK are separated by the vast and tumultuous waters of the Atlantic Ocean. Those with connections to both countries will often find themselves rowing against the tide between two very different and complex regimes. With the right specialist advice, they can navigate the cross-border challenges safely and make the best use of planning opportunities.

Understand the issues, avoid the traps, and discover ways to plan ahead in our Navigating the Atlantic series for US-connected clients.

Moving to the UK

In this instalment, we explore some of the key considerations for US citizens who are moving to the UK for the first time.

Managing the risk of double taxation from ‘Day One’

Upon becoming tax resident in the UK, individuals will become exposed to UK taxation in respect of their worldwide income and gains (subject to the remittance basis of taxation, discussed below). US persons, unlike those moving from most other jurisdictions, will also carry with them an exposure to US income tax on their worldwide income and gains. This leads to the risk of double taxation.

Welcome relief under the US-UK income tax treaty

The double taxation agreement between the US and the UK (also known as the “income tax treaty”) is designed to provide relief from double taxation. Broadly, the treaty operates by allocating taxing rights between the two countries and, to the extent that both countries have a right to tax, providing for a system of credits that allows tax paid in one country to be credited against the liability arising in the other.

Where treaty relief won’t help!

Although double taxation can generally be avoided through use of the treaty, the dual exposure can nevertheless have a significant impact on the tax-efficiency of certain types of investments – for example, where an asset is treated favourably for US purposes but is subject to higher tax rates in the UK. A classic example are US mutual funds that do not have “reporting” status in the UK1. While profits on those investments will typically be subject to capital gains rates (currently 20%) in the US, they will be subject to income tax rates (currently up to 45%) in the UK. For this reason, the UK’s remittance basis of taxation can still play an important role for US persons.

Benefitting from the “non-dom” tax regime

For so long as UK resident US persons maintain a non-UK domicile for UK tax purposes, they should be eligible to claim the remittance basis of taxation. By doing so, they can shelter their non-UK source income and capital gains from UK tax, provided those income and gains are not “remitted” to (i.e. brought to or used in) the UK.

Many US persons will claim the remittance basis for at least the first seven years of UK residence, when it is available free of charge. This offers a degree of administrative ease when compared to claiming treaty relief. After the seven-year point (when an annual charge becomes payable to access the remittance basis), the taxpayer will need carry out a mathematical exercise each year to determine whether payment of the annual charge is worthwhile.

In many cases, it won’t be worthwhile for US persons to pay to access the remittance basis because the global tax saving can be marginal once the residual exposure to US taxation is taken into account. However, it could be helpful for taxpayers who wish to maintain holdings in investments that are not tax-efficient in the UK (provided they can afford not to remit the income or gains arising on those assets to the UK).

US persons who choose to claim the remittance basis will need to take extra care around the timing of remittances and tax payments to ensure that tax credits are available. This is a complex accounting issue on which US remittance basis users will require specialist advice.

What steps should be taken ahead of time?

  • Maximise “clean capital” – Anyone who plans to take advantage of the remittance basis of taxation should explore ways to maximise “clean capital” (i.e. funds that can be brought to the UK without triggering a taxable remittance). They might do this by crystallising capital gains and/or accelerating income to be paid to them prior to their arrival in the UK. However, US persons will need to be mindful of the US income tax consequences of such planning and execute a careful balancing act between US and UK considerations.
  • Consider risks associated with existing trusts – Any existing trusts of which the individual is a settlor, trustee and/or beneficiary should be examined before the individual becomes UK resident. For instance, it is common for US citizens who are moving to the UK for the first time to already hold assets in revocable living trusts, which they have been advised to put in place in the US as a probate avoidance vehicle. The individuals will very commonly be the trustees of those trusts themselves. Consideration ought to be given to how the trusts will be characterised for UK tax purposes, as there is a risk of tax inefficiencies resulting from a mismatch in the US and UK treatment.
    The double tax risks for UK resident beneficiaries of US trusts are considered in detail in our article, ‘Welcome Relief‘.
  • Consider risks associated with existing company interests – It is common for US persons to hold assets through Limited Liability Companies (“LLCs”), which can produce tax traps for the unwary. Again, there is a likely mismatch between the US and UK treatment of these entities, which can give rise to double taxation. Broadly, this is because the US generally treats LLCs as partnerships (i.e. transparent entities) for tax purposes, whereas the default position in the UK is to treat LLCs as companies (i.e. opaque entities).
    As a result, the US will typically tax the members of the LLC on their respective shares of the underlying profits of the LLC as they arise, whereas the UK may seek to tax distributions of profits from the LLC as dividends. This mismatch can cause treaty protection to be lost, with the result that the same income or gain suffers tax twice. The options for mitigating this risk will need to be considered.
  • Consider planning opportunities before purchasing a UK home – Many US citizens who move to the UK will acquire a home there. This raises various tax, estate planning and other considerations, including mitigating exposure to UK inheritance tax and putting in place a UK will. We explore these issues in detail in our separate guide for US purchasers of UK residential property.

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It is essential to plan in advance of a move to the UK, to take advantage of available tax reliefs and ensure arrangements are as efficient as possible. This is particularly pertinent for those with connections to the US due to their global exposure to US income tax, regardless of where they live. It is therefore important that advice is taken from advisors with an understanding of how the two legal systems interact; ideally before any action is taken. Please contact a member of our specialist US/UK team to find out more.

Disclaimer

The members of our US/UK team are admitted to practise in England and Wales and cannot advise on foreign law. Comments made in this article relating to US tax and legal matters reflect the authors’ understanding of the US position, based on experience of advising on US-connected matters. The circumstances of each case vary, and this article should not be relied upon in place of specific legal advice.


1To be a reporting fund, a fund must register with HMRC as such. In doing so, the managers of the fund must agree to comply with onerous reporting obligations regarding the performance of the fund and the distributions that are made to investors. Most non-UK mutual funds will be non-reporting funds unless they have been designed with UK resident investors in mind.


Labour presses ahead with non-dom abolition

In her first budget held on 30 October, the new Chancellor, Rachel Reeves, confirmed that the government will press ahead with the abolition of the non-dom tax regime.

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Lifecycle of a Business – Are You Ready to Raise Funds?

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Setting up and running your own business is an amazing achievement. It requires vision, creativity, motivation and stamina. On occasion, it can even bring you fame, riches and fortune. But it can also result in reams of paperwork and cause sleepless nights. And as someone once said to me about children “It doesn’t get easier, it just changes”, so the same can be said for your business throughout its lifecycle. From setting up to exit, it will force you to consider issues that you might not previously have known anything about and it will need you to make many decisions, sometimes very quickly. What it certainly is not is mundane.

With this in mind, the corporate team at Forsters, together with some of our specialist colleagues, has written a series of articles about the various issues and some of the key points that it may help you to know about at each stage of a business’s life. Not all of these will be relevant to you or your business endeavours, but we hope that you will find at least some of these guides interesting and useful, whether you just have the glimmer of an idea, are a start-up, a well-established enterprise or are considering your exit options. Do feel free to drop us a line or pick up the phone if you would like to discuss any of the issues raised further.

So far, we’ve covered “First Things First” and “Directors: Lights, Camera, Action!” But now, let’s consider financing your business – “Show Me The Money”.

Are You Ready to Raise Funds?

We’ve recently been discussing a company’s options in relation to third party fundraising and the various tax consequences. But what practical steps can you take to help the fundraising process?

Being ready to raise funds is a position that every business should seek to be in even where fundraising is not an imminent objective. From a legal point of view, being ready to raise funds really just means knowing where everything is, and being able to demonstrate everything you know about your business to somebody who is taking a look at it. Plus, you want to be able to provide this information as soon as, or possibly before, it’s asked for by any potential investor.

You’re the entrepreneur and I expect that you’re all over your business plan, but, apart from that, here are some of the key things to check are in order:

  • Your Company Books – starting with a ‘fun’ one, it’s a legal requirement to keep certain statutory registers up to date, such as your register of members. Having ‘up to date’ filings on Companies House is not the same (although potential investors will be taking a look at these too) as it’s the register that shows ownership of legal title to shares. All investors will expect to see these books to check that all is as they expect.
  • Your Cap Table – your register of members should also be translated to a user friendly cap table that you’ll be able to use to consider pre- and post- money ownership percentages and dilution on a fully diluted basis (i.e. including any option holders or holders of other convertible instruments that will not be on your register of members). Having this ready will help when you negotiate your valuation with investors too. There are online providers of software to help you manage this which may be useful once you have raised funds.
  • Your Financial Records – what potential investors will want / expect to see will depend on the stage of the business, but any accounting records should be well maintained and available for review.
  • Your IP – many companies are IP rich and IP should always be considered. For example:
    • Have all consultants signed IP assignments?
    • Has anyone who has worked on IP for the business (including founders and employees) before the company was incorporated signed IP assignments?
    • Have any other IP assets been protected or what is the strategy around that? Is the company name trademarked?
    • Has open source been used and can you demonstrate that the terms of the licence don’t require your own IP to be distributed freely?
  • Your IT
    • Do you have a summary of your IT system that you could disclose, with the documentation to support that summary should anyone wish to look at the detail?
    • Can you demonstrate that you’ve thought about cyber security? It’s a podium placer for top risks to businesses and demonstrating that you understand the issue, by setting out the approach you take to mitigating the risk, will help put minds at ease.
  • Their Data – Where is the data you control or process, what is it, and how do you go about making sure you’re dealing with it lawfully? What’s expected of you on this will depend on how data rich your business is and what stage your business is at, but regardless of the answer to those, there will be an expectation that you can show that you’re on top of it.
  • Your Customers and Suppliers – Are your customer and supplier relationships documented in up to date, unexpired and fully signed contracts? You will likely need to disclose these during the investment process (considering first any particularly sensitive information and whether confidentiality provisions apply).
  • Your team
    • Are the terms of engagement of your employees, workers and consultants all in writing and have they signed up to restrictive covenants, confidentiality undertakings and, where required, IP assignments?
    • Are any incentive schemes in place and if so, are all scheme documents available?
  • An NDA – Before disclosing anything secret, consider agreeing a confidentiality / non-disclosure agreement (NDA) with proposed investors. Having a reasonable NDA ready to sign could help this process (although keep in mind that some institutional investors may require their own paper to be used, not to be difficult, but because it’s been through their own in-house legal review and forms part of their own investment process). Similarly, institutional investors look at so many initial decks that they may not have the time or inclination to be troubled by negotiating an NDA, so think about the ‘when’ of seeking an NDA too.

Having the above in mind will keep you on the front foot when going out to raise funds, whether it’s from angel investors, VCs or otherwise.

Disclaimer

This note reflects the law as at 15 November 2023. The circumstances of each case vary and this note should not be relied upon in place of specific legal advice.

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“Succession planning down on the farm” Forsters Partner, Polly Montoneri quoted in the Times

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Rural, Land and Business Partner, Polly Montoneri shares her insights on the rise in proprietary estoppel cases, in the Times article entitled “Succession planning down on the farm”.

Following a number of high profile proprietary estoppel cases over recent years, increasing public awareness and the rising value of farmland form part of the reason for the rise in proprietary estoppel disputes. Polly discusses diversification within farming as another significant factor alongside the disconnect between generations about how to develop a modern farming business, highlighting that it is one of the challenges in ensuring a smooth transition between generations.

“There has often been a generational tension about how farming assets are managed over the years. There is always a period where the older generation needs to hand over to the younger generation. That is an aspect that has long been very carefully managed by families, advisers and lawyers to ascertain the best way to progress.”

“If you look back over the past 30 years diversification has become increasingly important. Some farms and estates have diversified because they wanted to, others because they have had to. Over time the stakes have become higher, with the younger generation now perhaps more ambitious in terms of, for example, environmental sustainability and being a source for green energy, which is a huge part of how the rural economy is developing.”

To read the full article (behind a paywall) please click here.

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The Sector Race to Net Zero – a cross-sector regulatory perspective

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As the real estate industry transitions towards a net zero world, where are the different sectors on that journey?

As we move into 2024 and an Olympic year, Forsters are set to explore that question, looking at how the sectors are embracing the net zero challenge. In our first podcast, we take a cross-sector approach in conversation with Rob Wall, Assistant Director of Sustainability and Tax Policy at the British Property Federation. What is the state of play in terms of regulation?

Read more about Real Estate Sustainability here.


In this episode:

  • Louise Irvine – Commercial Real Estate Senior Knowledge Development Lawyer
  • Rob Wall – Assistant Director of Sustainability and Tax Policy at the British Property Federation

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Damages: an appropriate remedy? – Natasha Rees writes for EG

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The Estates Gazette have featured an article by Natasha Rees on the conclusion of the nuisance case against the Tate Gallery.

The article considers the Court’s approach to the question of remedy in nuisance claims where decisions now appear to be reached on a case-by-case basis, and factors such as planning permission and public interest are relevant.

Rees writes that: “Earlier this year the Supreme Court found in favour of five Neo Bankside residents, holding that the viewing gallery at the Tate Modern’s Blavatnik Building had created a nuisance by interfering with the residents’ use and enjoyment of their flats (Fearn and others v Board of Trustees of Tate Gallery [2023] UKSC 4; [2023] EGLR 14). As recommended by Lord Leggatt in his majority judgment, the proceedings were then remitted to the original trial judge in the High Court, Sir Anthony Mann, to determine the appropriate remedy.”

Following a hearing before the original trial Judge the Tate elected not to argue for damages and subsequently entered into an agreement with the defendants preventing use of the property in the way that had caused nuisance.

As such, Rees writes, this has “[put] an end to the nuisance and [disposed] of the proceedings.”

Questions

This ruling has raised questions regarding the circumstances in which courts will grant an injunction or will decide that damages should be awarded instead. The courts power to grant damages instead of an injunction derives from statute – “originally the Chancery Amendment Act 1858 (colloquially known as Lord Cairns’ Act) and currently the Senior Courts Act 1981.”

The article considers the Court’s approach which was until fairly recently based on the leading case of Shelfer v City of London Electric Lighting Co (1895), and which assumed an injunction would be granted save for in exception circumstances. This changed following the Supreme Court’s ruling in Lawrence and another v Coventry and others (2014)].

She writes that: “Lord Neuberger, who gave the leading judgment, stated that the mechanical application of the four tests leading to damages being awarded only in ‘exceptional circumstances’ was simply wrong in principle and that although prima facie the remedy for nuisance is an injunction, there may be circumstances where damages are more appropriate and there should be no inclination either way.”

Going forward

As Rees states “The onus is on the defendant to show why an injunction should not be granted.”

“The court now has a wider discretion and the choice between an injunction or damages depends on the relevant facts, circumstances, and arguments in the case. While this allows the courts greater flexibility, it also introduces much greater uncertainty.”

The factors that might be taken into account include whether planning permission authorises the activity, or if any potential injunction would affect the viability of the defendant’s business or indeed the public’s ability to enjoy the activities carried out by that business.

What this meant in the Tate case was that the Tate’s activities or its use of the Viewing Platform was probably relevant to the remedy.

She writes that: “In his leading judgment, Lord Leggatt indicated that matters which needed to be addressed were whether there was a public interest in maintaining the viewing platform with a 360-degree view which was capable of overriding the prima facie remedy of an injunction.”

Rees concludes that:

“Where a person’s right to the enjoyment of their home is disturbed by an invasion of privacy, it is hard to envisage when damages might be an appropriate remedy. Such a right can rarely be compensated for in monetary terms. This was the majority view in Lawrence.

“In such cases, it is hard to see what public interest considerations might outweigh this. Matters of national defence or the provision of public services such as healthcare may, but it seems unlikely that recreational facilities or the public’s enjoyment of those facilities would tip the balance.”

This article was originally published in EG on 31 October 2023 and can be read here in full (behind their paywall).

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Lifecycle of a Business – Fundraising in a Tax Effective Manner

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Setting up and running your own business is an amazing achievement. It requires vision, creativity, motivation and stamina. On occasion, it can even bring you fame, riches and fortune. But it can also result in reams of paperwork and cause sleepless nights. And as someone once said to me about children “It doesn’t get easier, it just changes”, so the same can be said for your business throughout its lifecycle. From setting up to exit, it will force you to consider issues that you might not previously have known anything about and it will need you to make many decisions, sometimes very quickly. What it certainly is not is mundane.

With this in mind, the corporate team at Forsters, together with some of our specialist colleagues, has written a series of articles about the various issues and some of the key points that it may help you to know about at each stage of a business’s life. Not all of these will be relevant to you or your business endeavours, but we hope that you will find at least some of these guides interesting and useful, whether you just have the glimmer of an idea, are a start-up, a well-established enterprise or are considering your exit options. Do feel free to drop us a line or pick up the phone if you would like to discuss any of the issues raised further.

So far, we’ve covered “First Things First” and “Directors: Lights, Camera, Action!” But now, let’s consider financing your business – “Show Me The Money”.

Fundraising in a Tax Effective Manner

Last week, we discussed some of the fundraising options for a company. While the considerations set out in that article are important, fundraising decisions are often tax-driven and no discussion would be complete without considering these tax consequences.

The general picture

Traditional investing by a UK tax resident in the shares of a UK company comes with an income tax charge on any dividend for investors, along with a capital gains tax (CGT) charge on the gain they make when they come to sell. Shares are generally acquired out of post-tax income and any capital losses may typically only be set against capital gains.

Issues for start-ups

Investors will want a return on their capital: either reliable dividend income or long-term capital growth or, ideally, both. However, many start-ups simply do not envisage profits for many years, and when they do start to generate profits, paying out dividends may not be a priority; often, they will need to plough the profits back into the business instead. Coupled with higher risks of failure (and so capital losses for investors), the tax system recognises that investors need to be enticed into investing into start-ups and other early-stage businesses.

Investment schemes

To give smaller and newer companies a level playing field there are a number of investment schemes that give investors enhanced tax breaks when they introduce new capital into the business by subscribing for shares. The Enterprise Investment Scheme (EIS), Seed Enterprise Investment Scheme (SEIS) and Venture Capital Trust Scheme (VCT) each encourage investors to finance smaller companies.

  • EIS was created to give direct tax relief to investors who subscribe for shares in small companies
  • VCT was designed to spread investment risk over a number of companies; investors invest in the venture capital trust, which will then buy shares in a number of qualifying companies
  • SEIS was designed to help new companies and start-ups

Tax breaks

These schemes give investors a varying number of tax breaks, which can include:

  1. Deferral of capital gains on assets sold to finance an acquisition of qualifying shares – meaning more money can be spent acquiring more shares and a tax bill delayed
  2. Income tax deduction on a percentage of the value of the investment in the year that it is made
  3. CGT relief on the gain made in the qualifying shares
  4. Ability to set any losses against income

This makes investing in eligible companies much more attractive, as investors can benefit significantly if values rise, but also have valuable tax benefits if the companies fail. This attempts to make higher risk small companies that need funding to grow, succeed and thrive a more enticing prospect compared to safer, more reliable, established companies.

Investee company conditions

Following perceived abuse of the schemes, new rules were introduced in 2018. These put in place a two-part condition, which requires the investee company to:

  1. Intend to grow and develop over the long-term (e.g have plans in place to increase revenue, customer base and number of employees (i.e. an SPV for a specific project would not meet this test)); and
  2. Have a significant risk of loss of capital to the investor greater than the net return (risk here is the commercial risk of the company failing in the market), i.e. the company must be significantly likely not to deliver a return for the investor.

In addition, there are a number of other conditions which the investee company must meet to enable investors to benefit:

SEIS EIS VCT
Type of company Unquoted (can be listed on AIM) Unquoted (can be listed on AIM) The VCT itself must be listed on the London Stock Exchange or on any other EU regulated Market, i.e. not on AIM. At least 70% of the VCT’s investments must be in unquoted companies (can be listed on AIM)
Ownership / subsidiaries The company must not be controlled by another company and must not have any subsidiaries that are not 51% or more subsidiaries The company must not be a 51% or more subsidiary of any other company and must not have any subsidiaries that are not 51% or more subsidiaries The VCT itself must not be a close company. Broadly this means that the VCT company must not be controlled by five or fewer shareholders or any number of directors
Assets The company must have no more than £350,000 in gross assets The company must have gross assets of less than £15 million before the EIS share issue and less than £16 million afterwards The companies that the VCT invests in must have gross assets of less than £15 million before the VCT share issue and less than £16 million afterwards
Employees The company must have less than 25 employees The company must have less than 250 employees (500 if the company is “knowledge intensive”) Each company that the VCT invests in must have less than 250 employees (500 if the company is “knowledge intensive”)
Time limits / restrictions No previous EIS or VCT investments can have been made. The company must be less than three years old EIS cannot apply if it has been more than seven years since the company’s first commercial sale (ten years if the company is “knowledge intensive”) Subject to some exceptions for “follow up investments”, VCTs cannot invest if it has been more than seven years since the target company’s first commercial sale (ten years if the company is “knowledge intensive”)
Trade The company must be trading, not have previously carried out another trade and must not carry out an excluded trade* The company must be a trading company but must not carry out an excluded trade* The VCT’s income must derive wholly or mainly from shares or securities. The VCT must distribute by way of dividend at least 85% of its income from shares. No more than 15% of the value of a VCT’s total investments can be in any one company. At least 70% of the companies invested in must be trading companies but must not carry out an excluded trade*
Limits No more than £250,000 per group can be raised in any three-year period (for SEIS to apply as mentioned above the company must not have any subsidiaries that it owns less than 51% of the shares in – this is the group for these purposes) No more than £5 million per year can be raised from any combination of SEIS, EIS and VCT. No more than a total of £12 million (£20 million if the company is “knowledge intensive”) per group can be raised from any combination of EIS, SEIS and VCT No more than £5 million per year can be raised from any combination of SEIS, EIS and VCT. No more than a total of £12 million (£20 million if the company is “knowledge intensive”) per group ca be raised from any combination of EIS, SEIS and VCT
Location Must be a UK resident company carrying on a trade in the UK or an overseas company with a UK permanent establishment carrying on a trade Must be a UK resident company carrying on a trade in the UK or an overseas company with a UK permanent establishment carrying on a trade

*Carrying out an excluded trade means that more than 20% of the company’s business and excluded trades include:

  1. dealing in land, commodities, futures, shares, securities or other financial instruments
  2. dealing in goods other than in the course of an ordinary wholesale or retail distribution trade
  3. financial activities, such as banking or insurance
  4. leasing assets for hire
  5. receiving royalties or licence fees (save for intangible assets)
  6. legal or accountancy services
  7. farming / woodlands and timber production
  8. property development
  9. nursing home or hotel management or operation
  10. producing coal or steel
  11. shipbuilding
  12. energy generation or supplying or creating fuel
  13. providing services to a connected person conducting an above trade

Investor conditions

There are also conditions for the investor themselves to meet:

SEIS EIS VCT
Type of shares acquired Newly issued ordinary shares Newly issued ordinary shares Shares in the VCT can be bought on the open market, however second-hand shares will not entitle you to up front income tax relief
Payment for shares Cash only Cash only Cash only
Tax avoidance The subscription for the shares of the company must not form part of a scheme or arrangement the main purpose, or one of the main purposes, of which is the avoidance of tax The subscription for the shares of the company must not form part of a scheme or arrangement the main purpose, or one of the main purposes, of which is the avoidance of tax
Period of ownership to qualify for CGT relief on sale Three years minimum Three years minimum Five years minimum
Connection The investor cannot be an employee of the company or any qualifying subsidiary during the period of three years commencing with the date the shares are issued (a director position is acceptable but compensation must not be excessive). The investor must not have a substantial interest in the company The investor must not be connected to the company (i.e. either alone or with associates owning or entitled to acquire more than 30% of the share capital, voting power or assets or any subsidiary on a winding up OR being an employee of the company or its group (can be a director but must not receive excessive compensation)) VCT cannot have more than 15% of its total investments in any one company

Investor benefits

Provided that these conditions are met, the investor can receive the following benefits:

SEIS EIS VCT
Annual investment upon which investor can obtain tax relief £200,000 £1 million
(£2 million if at least £1 million is invested in knowledge intensive companies)
£200,000
Percentage of investment on which income tax relief can be claimed 50% 30% 30%
Income tax relief on dividends? No No Yes
CGT relief on initial investment 50% capped at £100,000 100% N/A
Type of CGT relief on initial investment Deferral Deferral N/A
Gains exempt from capital gains when investment sold? Yes, if income tax relief was received Yes, if income tax relief was received Yes. The VCT itself is also exempt from corporation tax on chargeable gains
Relief for capital losses against income Yes Yes No
Inheritance tax (IHT) Any investment made in a SEIS-qualifying company held at the time of death is exempt from IHT after it has been held for two years Any investment made in an EIS-qualifying company held at the time of death is exempt from IHT after it has been held for two years No relief from IHT as holding shares in an investment company

The capital gains deferral for EIS and SEIS allows an investor to defer their gain from the sale of any asset by spending the proceeds on EIS or SEIS shares. You must make the investment between one calendar year before and three calendar years after you sell the asset.

A bit of maths

An investor sells an unrelated capital asset for £140,000, making £100,000 of profit. Usually, this £100,000 would be subject to CGT. However, he invests the full £100,000 of profit into a company that qualifies for EIS. His CGT on the £100,000 is therefore deferred.

In that year he obtains £30,000 worth of income tax relief. His net investment cost is therefore, £70,000.

If you have any questions around any of the above or wish to discuss your options further, please contact our Tax team who would be delighted to assist.

Disclaimer

This note reflects the law as at 6 November 2023. The circumstances of each case vary and this note should not be relied upon in place of specific legal advice.

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Outside the Box – Episode 3 – ESG-volution

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In the third episode of our Outside the Box podcast, we look at sustainability in the Industrial and Logistics sector.  Miri Stickland, Forsters’ Head of Knowledge is joined by Victoria Towers, Partner at Forsters and Co-Head of Industrial and Logistics, and Jessica Pilz, Head of Sustainable Investing, Private Markets at Fiera Capital.  

With the sector committed to meeting net zero targets by 2050, UK investors and developers have highlighted the need for further assistance from Government. We discuss how recent announcements from Rishi Sunak weakening net zero policies will impact the sector, how pressure is mounting and where meaningful gains can be made. 

Read more about ESG and the I&L sector in Forsters’ report from Spring 2023:  Outside the Box – Supporting an Industrial Evolution.

Contact our team

 

In this episode

  • Victoria Towers, Partner and Co-Head of Industrial and Logistics
  • Jessica Pilz, Head of Sustainable Investing, Private Markets at Fiera Capital

 

You may also be interested in

 

Previous episodes:

 

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Moving to the UK

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Explore our hub for everything you need to know about relocating to the UK and discover how our Private Wealth team can advise you on making the move as seamless as possible.

Moving to the UK is an exciting life event whether it be a short-term move for work to explore business prospects or a more permanent relocation with the whole family; the UK offers an eclectic range of options to live, work and learn, from the cityscapes of London to vineyards in the English countryside and historic university towns in-between. Setting up life in a new country can feel daunting too and it can be difficult to know where to start.

Wherever you are on your journey to the UK the Private Wealth team at Forsters are here to guide you through the process and to advise you on how to make the move as seamless as possible. From Singapore to Brazil, the US to the Middle East – we also have in-depth experience of integrating UK issues into a global cross-border wealth plan.

Our Moving to the UK hub provides you with an introductory resource to understand the need to know issues, including the *UK’s approach to income tax, visas and buying property, along with key terminology and FAQs.

View our Moving To The UK Hub

The King’s Speech: Leasehold Reform

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The Department of Levelling Up Housing and Communities estimates that there are around 4.98 million leasehold homes in England, making up a significant proportion of all residential housing. Impacting on the lives of so many, leasehold ownership has therefore been the subject of much debate over the years.

The existing law allows leaseholders of residential properties to purchase the freehold and/or extend the leases of their houses or flats. However, these rights have been developed piecemeal, and are the product of over 50 Acts of Parliament, totalling 450+ pages of legislation. Unsurprisingly therefore, the system has been criticised as inconsistent and unnecessarily complex, often leading to protracted and expensive legal proceedings.

There was a lot of speculation as to what leasehold reform proposals might be included in the King’s Speech and so enfranchisement practitioners waited with bated breath.

Unfortunately, it was an anti-climax! With the King saying only:

“My Ministers will bring forward a Bill to reform the housing market by making it cheaper and easier for leaseholders to purchase their freehold and tackling the exploitation of millions of home owners through punitive service charges”.

The background briefing note confirmed that a Leasehold and Reform Bill would be introduced to “put the country on the right path for the future by giving homeowners a fairer deal in the following ways”:

  • Making it cheaper and easier for existing leaseholders in houses and flats to extend their lease or buy their freehold. It is difficult to tell whether this is a proposal in itself (with further detail perhaps to follow in the draft Bill) or whether this is simply a reminder of the government’s overriding objective i.e. with the proposals that follow being the way in which the government intends to fulfil this promise. The latter is probably more likely, otherwise this proposal is frustratingly vague.
  • An increase to the standard lease extension term from 90 years to 990 years for both houses and flats (with ground rent reduced to £0, which is of course, already the case) – this was included in the February 2021 policy statement so was no surprise.
  • Removal of the 2-year ownership rule currently required for statutory lease extensions and freehold house purchases/lease extensions – again, this was included in the February 2021 policy statement and so is not controversial.
  • A ban on the creation of new leasehold houses. This was a manifesto commitment by the Conservatives at the last general election so is not a surprising announcement, but the impact of this is now likely to be minimal. Since the Leasehold Reform (Ground Rent) Act 2022 came into force, the number of houses being sold on a leasehold basis is very small.
  • Increasing the 25% ‘non-residential’ limit to 50% for freehold and right to manage claims. This was the subject of a government consultation in January 2022 but to date, there had been no government response and so it feels a little surprising that this has made it through.

These proposals all seem like easy wins, which are designed to grab the headlines! So, one would be forgiven for thinking that, despite all the hype, the government has simply paid lip service to the promise of far-reaching reform.

That said, the last of the proposals is rather more far-reaching and that is the proposed consultation on capping all existing ground rents. This was included in the government’s February 2021 policy statement – but there, the proposal was for ground rents to be capped at no more than 0.1% of freehold value. Given the difficult political arena and the need to find a balance between the competing interests of leaseholders and landlords, it is difficult to see this going through without a strong challenge, even with consultation.

The argument will be over what compensation is to be offered to landlords and whether there is to be a statutory acquisition process. A number of funds, which quite possibly form part of pension funds, own large ground rent portfolios and this value cannot simply be wiped out.

Almost as interesting as the proposals that were included in the Speech, were the proposals that weren’t! Most particularly:

  • The proposed abolition of marriage value. This was one of the most controversial of the proposed measures and so it is perhaps not surprising that it did not feature in the Kings Speech. Having said that, it was included in the government’s February 2021 policy statement and was also widely trailed in other recent ministerial briefings, so the omission does seem slightly odd.
  • The prescription of capitalisation and deferment rates and the introduction of a calculator to determine the enfranchisement price were also omitted. These seem to have fallen off the government’s radar. Perhaps because the task of balancing the contradictory agendas of both leaseholders and landlords is too tricky?!
  • Finally, and as predicted, the gradual phasing out of leasehold properties and the phasing in of commonhold as an alternative form of ownership for flats was not mentioned either. This is most likely because of the enormous cultural shift which it would require, which is not something that could be achieved overnight.

Overall, a bit of a damp squib! Of course, the devil will be in the detail and until we see the draft Bill, it would be foolish to think that anything is either on or off the table. There does seem to be a general trend for the enactment of primary legislation or enabling legislation though, with the detail being determined later in Regulations and so the fear is, that this may be the way the proposed Leasehold and Freehold Bill will be drafted.

Also, there will certainly be attempts by the very effective leaseholder lobby, during the passage of the Bill, to add all sorts of other things, of which the “abolition” of marriage value will undoubtably be one. In addition, there is already talk about a back-bencher revolt over the failure to include a ban on the sale of new leasehold flats.

Unfortunately therefore, for the enfranchisement industry, it’s yet another case of having to watch this space…

Caroline’s comments have also featured in articles published by Estates Gazette (found here), Inside Housing (found here), and BE News (found here).

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Emma Gillies to chair Informa Connect’s Transatlantic Wealth & Estate Planning Conference 2023

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Private Client Partner, Emma Gillies, will be chairing Informa Connect’s ‘Transatlantic Wealth & Estate Planning Conference’ taking place on November 7 in London.

The conference, targeting advisors of internationally mobile clients, will focus on how to navigate the most complex transatlantic arrangements for private clients. Covering topics including:

  • Potential political changes on the horizon
  • The Transatlantic private client and charitable giving – why philanthropy matters
  • Cross-border estate planning & administration
  • Developments in family offices
  • US tax update & IRS investigations
  • Global mobility and pre-arrival planning.

More information on the conference can be found here.

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Lifecycle of a Business – So, you need to raise funds for your business?

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Setting up and running your own business is an amazing achievement. It requires vision, creativity, motivation and stamina. On occasion, it can even bring you fame, riches and fortune. But it can also result in reams of paperwork and cause sleepless nights. And as someone once said to me about children “It doesn’t get easier, it just changes”, so the same can be said for your business throughout its lifecycle. From setting up to exit, it will force you to consider issues that you might not previously have known anything about and it will need you to make many decisions, sometimes very quickly. What it certainly is not is mundane.

With this in mind, the corporate team at Forsters, together with some of our specialist colleagues, has written a series of articles about the various issues and some of the key points that it may help you to know about at each stage of a business’s life. Not all of these will be relevant to you or your business endeavours, but we hope that you will find at least some of these guides interesting and useful, whether you just have the glimmer of an idea, are a start-up, a well-established enterprise or are considering your exit options. Do feel free to drop us a line or pick up the phone if you would like to discuss any of the issues raised further.

So far, we’ve covered “First Things First” and “Directors: Lights, Camera, Action!” But now, let’s consider financing your business – “Show Me The Money”.

So, you need to raise funds for your business?

It is likely that at some stage after setting up a business you will need access to finance from third parties. You may have approached friends and family for loans and initial investments while your business was in in its earliest stages, but now be seeking a more significant financial boost as it grows. This could be prompted, for example, by a need to purchase a new property, recruit more employees, support cashflow, service existing debt or even to acquire the shares or assets of another business. Here, we will summarise some of the more common financing options available from institutional lenders and professional investors and the advantages and disadvantages of each.

Debt financing

If your business has a reasonable credit rating and is performing well, high street banks and institutional lenders may be willing to grant you a loan. Like a personal loan, you will be required to pay this back with interest over a period of time together with any fees payable.

A loan can be advanced by a single or multiple lenders (called a bilateral or syndicated loan respectively) and can be tailored to the needs of your business. There are several types of loan available, such as an overdraft that allows your business to withdraw more funds than it has available, a revolving facility under which a business can draw down, repay and then re-borrow amounts up to a certain limit or a term loan that is repayable after a set period of time, either in instalments over the life of the loan or in one bullet repayment at the end of the term.

A key advantage of debt financing is that it does not require you to give up a share of your business to another party, although lenders can impose control through different means. Depending on the size of your business, the nature of the lender and the amount of funds being lent, the loan documentation may include restrictions around how your business is operated and limits on the expenditure it is allowed to make and dividends it is permitted to pay during the term of the loan. Your business may also be required to give covenants to do and not do certain things, including for example, periodically providing the lender with detailed information about its financial status and/or undertaking not to incur further indebtedness or grant security over the business assets to a third party. Breach of the terms of your loan will allow the lender to accelerate and demand repayment and ultimately enforce any security or guarantee it has the benefit of.

A lender will usually wish to take security over your business’s assets (such as premises, intellectual property or money owed to you by customers) or shares in case you fail to repay your loan (in much the same way as your mortgage provider can take possession of your home if you don’t keep up with repayments). Additionally, some lenders may require you to provide a personal guarantee (either unlimited or capped at an agreed amount), guaranteeing the amounts to be repaid by your business under the loan agreement. This would mean you could be forced to liquidate private assets if your company defaults on its loan.

You will need to ensure that your business has sufficient funds to meet periodic interest payments and ultimately repay the capital lent to you, as well as the ability to meet any additional criteria a bank may wish to impose, such as financial reporting or insurance requirements. It is advisable to take legal advice if you are taking on debt financing to fully understand what you may and may not do for the term of your loan and the scope of any security package, and to ensure that you have enough flexibility to run your business.

Equity financing

Equity financing requires you to give up a share of the ownership of your company in exchange for funds. As well as cash, other benefits may also follow, for example, industry expertise and a broader investor base.

Private equity

Private equity funds or ‘houses’ use a combination of funds raised from institutional investors and their own cash to invest in specific sectors. Generally, they will subscribe for a large number of shares in a company, deploy industry knowledge to maximise its value and then, usually after a period of between five and seven years, ‘exit’ or sell their shares to another investor or list the company on a public market.

The structuring of a private equity transaction can be complex and is often tax-driven, but, in most instances, a private equity fund will incorporate a ‘stack’ or sequence of companies through which it will ultimately invest in a target company. The fund will subscribe for shares or loan notes in ‘Topco’, alongside a management team who will assume a minority share. If the private equity house requires additional funds to make the acquisition, debt will be provided by banks or other institutions to companies lower down the stack. Once any debt has been repaid, profits are then distributed upwards to the private equity fund and management team at the top of the structure.

Whilst it may seem daunting to give up a large share of your business, private equity houses can offer you the benefit of industry expertise, often through a dedicated management team, who are themselves incentivised by their shareholding to grow the business. Some businesses see the management model as a key advantage of private equity, preferring to develop closer personal relationships with a small group of individuals than dealing only with large institutional lenders.

That said, using private equity can be both time-consuming and costly at the outset and often involves a large number of legal documents. You will need support from various professional advisers, including lawyers and external consultants to market your business effectively to private equity funds. Once you have agreed upon your chosen investor, you and your lawyers will need to negotiate the acquisition agreement, which deals with the sale of shares in the business to the private equity house, and a suite of equity documents, which will govern matters such as the distribution of profits through the investment structure and the parties’ decision-making powers. For example, a private equity house is likely to request that the business doesn’t carry out certain matters without its consent or the consent of directors it appoints to your board.

Venture capital

Venture capital funds generally look to invest in young companies with an innovative business model or product. They usually subscribe for shares in an investee company and expect board representation, in exchange for which they will offer strategic guidance to the business for the term of their investment.

Whilst venture capital investments are typically less structurally complex than private equity investments, they tend to follow a sequence of funding rounds which can take a number of months or even years to complete, subject to how successful the business is. Initially, a venture capital fund might support a new company with ‘seed’ fundraising alongside wealthy individuals or ‘angel’ investors, allowing the business to meet set-up costs, such as hiring a premises and purchasing equipment. Once this seed investment has been made, the venture capital fund, sometimes accompanied by additional corporate investors, will provide more cash through several fundraising rounds, each of which is aimed at providing finance for certain purposes, for example, to meet employment expenses, carry out R&D projects and expand into new markets. The venture capital fund will eventually choose to realise its investment through a sale to another investor or private equity fund.

As with private equity, venture capital requires you to be comfortable with handing over a large equity stake in your business to a third party. It also requires time and considerable effort will be spent in marketing your company to prospective venture capital funds and achieving financial results once the fund parts with its money.

IPO

If your business is already achieving consistent financial results and you are seeking to broaden your shareholder base, an initial public offering might be worth considering. Also referred to as an ‘IPO’ or ‘float’, this is when a private company converts to a public company, is listed on a stock market and issues shares to the public for the first time. There are a number of public markets across the world, each with different eligibility criteria and continuing obligations requirements. These range from markets focussed on smaller start-up companies to those aimed at the large multinationals that we have all heard of.

As well as lawyers to help guide you through the IPO process, draft the various documents required and ensure your business’s compliance with the applicable rules for the relevant market, there will be various other professional advisers that you will need to instruct should you embark on a float. In particular, most IPOs will require the ongoing involvement of a professional adviser to ensure that the company complies with your chosen market’s requirements. Such advisers have different titles depending on the market in question, for example, a sponsor, corporate adviser or nomad (nominated adviser).

An IPO can be expensive and time-consuming and your business will be subject to additional scrutiny and reporting requirements, but it can also offer your company a wider and more varied shareholder base, incentivise your employees and increase both the profile of your business and the liquidity of your shares.

Final thoughts

Ultimately, choosing a source of financing that is best for your business is a very personal decision and worth careful consideration. The choice you make will depend on the amount that you want to raise, whether you want to dilute the ownership of your business, the costs involved and the stage that your business is at in its lifecycle.

If you have any questions around any of the financing options explained here, please contact our Corporate or Banking team who would be delighted to assist.

Disclaimer

This note reflects the law as at 6 November 2023. The circumstances of each case vary and this note should not be relied upon in place of specific legal advice.

Outside the Box – Episode 2 – Market Challenges

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In the second episode of our Outside the Box podcast, we look at market challenges and opportunities in the industrial and logistics sector.  Miri Stickland, Forsters’ Head of Knowledge, is joined by Magnus Hassett, Partner and Head of Industrial and Logistics at Forsters, and Ben Sleath, Equity partner at DTRE

In early 2023 businesses were recovering from a turbulent political period and much uncertainty remained.  Had inflation really peaked?  How much would interest rates rise by?  Our research report from Spring 2023 (Outside the Box – Supporting an Industrial Evolution) revealed the general sentiment seemed to be that the warehouse bubble had burst, but the jury was out as to whether the industrial real estate sector faced a sustained downturn.  The report also identified a range of opportunities across the UK market, and as we know, sometimes the greatest opportunities arise from facing the greatest challenges.  In this podcast we discuss how has the industrial and logistics market has progressed in 2023 and Ben Sleath shares his views on occupier demand and rental growth and where the opportunities might be in 2024.

Read more about the challenges and opportunities facing the industrial and logistics sector in Forsters’ report from Spring 2023:  Outside the Box – Supporting an Industrial Evolution.  

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In this episode

  • Magnus Hassett, Partner and Co-Head of Industrial and Logistics
  • Ben Sleath, Equity Partner at DTRE

Previous episode The Future of Freight

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You can listen to more episodes of the More Than Law podcast here on our website, as well as subscribe on your favourite podcast services, including SoundCloud iTunes/Apple Podcasts Spotify

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