Workwise: Navigating workplace investigations

Introducing Workwise, the new podcast from Forsters’ Employment & Partnerships team.

Each series explores a different workplace issue, bringing together lawyers, HR professionals and guest experts to share practical insights on the legal, people and business challenges shaping today’s workplaces. From emerging legal developments to the people challenges facing organisations today, Workwise focuses on the issues that matter most to employers and those responsible for managing them.

Our first series looks at workplace investigations. Across five episodes, we discuss what happens when things go wrong at work, from grievances and whistleblowing concerns to confidentiality, data protection, employee wellbeing and the growing role of AI. We explore the practical decisions organisations face at every stage of an investigation, from the critical first 24 – 48 hours through to some of the more complex regulatory, criminal and wellbeing issues that can arise along the way.

In episode 1, “The first steps in a workplace investigation”, employment partners Joe Beeston and Danielle Crawford are joined by Ann-Marie Comer, HR Director at Forsters, to discuss how employers can approach those critical first 24 – 48 hours. From defining scope and managing communications to identifying whistleblowing concerns and navigating the growing role of AI, they explore the decisions that can shape an investigation from the outset.

As workplace investigations become increasingly complex, getting the early stages right can make all the difference.

Conducting credible workplace investigations

This practical guide for employers will give you the confidence to conduct a professional investigation that meets your legal and regulatory obligations.

Read our guide

As the Government consultation on cohabitation reform closes, now is the time to deliver meaningful reform

Today (Friday 14 August) marks the close of the Government’s consultation, A Fairer End to Relationships, a potentially transformative moment for family law in England and Wales. For the first time in decades, there is an opportunity to modernise the legal framework governing relationship breakdown so that the law better reflects the way millions of people live their lives today.

The proposed reforms focus on simplifying the law about how assets are divided on divorce; and introduce for the first time a framework of rights and responsibilities for unmarried couples in certain circumstances, both on separation and when one partner dies without leaving a Will.

Cohabitation reform

Forsters’ Family team supports reform that addresses the significant gaps in protection currently faced by cohabiting couples, whilst preserving individual autonomy by allowing couples to opt out of any new framework if they choose to do so.  Unmarried couples who separate presently have no automatic rights to lay claim to assets or income based on fairness or need, regardless of the length of their relationship, whether they have children together, or the extent to which their finances and lives have become intertwined. This can lead to difficult outcomes where, for example, one partner has lived for many years in a home owned solely by the other partner and has contributed to the relationship in non-financial ways – perhaps caring for children, giving up work and supporting the other partner’s career, by joint agreement. Current legal remedies for unmarried cohabiting partners are based largely on direct financial contributions or claims to house/support children during their education (but not beyond).  Though we help many couples to navigate the existing law – whether in making or responding to claims – we think that the law should do more for unmarried couples, as it does in other countries.  Many people don’t marry for lots of different reasons –  sometimes conscious/mutual, sometimes not.

The Government’s proposals seek to address these issues through a new framework for qualifying cohabitants. While the detail remains to be worked through, the proposed model would apply to adult couples in “an enduring family relationship” who meet specified eligibility criteria, including a minimum period of cohabitation (3 years is suggested) or having a child together.

The proposals don’t give unmarried couples the same rights as married couples. A more limited framework of claims is suggested, with a partner able to seek to have their needs met on separation, but not to share in the fruits of what was built up during the relationship. Under the proposals, the starting point would be that each party generally retains what they legally own, but courts would be able to step in to make financial orders focused on meeting housing and income needs, particularly where children are involved. The emphasis would be on meeting financial needs through one-off capital provision wherever possible, to achieve financial independence and minimise ongoing financial ties. ‘Spousal’ maintenance would only be available in exceptional circumstances such as serious illness or disability.

Couples would be able to enter into opt-out agreements if they wish to make alternative bespoke arrangements, which is likely to be the case for many HNW individuals who currently use cohabitation agreements to set out their intentions around property ownership, financial contributions and what should happen if they separate. To be effective, an opt-out agreement would require certain safeguards, such as financial disclosure and independent legal advice. It would be up to the individual couple whether they wish to opt out of the legal framework completely – which may be the case e.g. if they were each of independent means and confident they could be financially independent on separation, or if a couple start cohabiting later in life (perhaps after earlier marriages) and want to protect wealth against claims on separation so that it is preserved for any children of an earlier marriage. Other couples may be content to opt out of the legal framework but to do so only partially, by having a tailored cohabitation agreement setting out other financial arrangements in the event of separation. Forsters’ Family team can advise on those agreements as well as working alongside colleagues in our Private Client and Residential Property teams who can advise on Wills and declarations of trust setting out ownership shares in any co-owned property. We provide a holistic, joined up service.

Reform is also important for survivors of domestic abuse. We know that financial vulnerability can be a significant barrier to leaving an abusive relationship. A clearer and more accessible legal framework has the potential to provide greater certainty, fairness and protection to those who may currently feel trapped.

Head of Family, Jo Edwards, says: “The case for cohabitation reform is compelling. Cohabiting couples are the fastest-growing family type in the UK, yet many continue to assume that living together creates legal rights and responsibilities comparable to marriage. Despite decades of public education efforts, belief in the myth of ‘common law marriage’ remains widespread, leaving many people vulnerable to unexpected financial hardship when relationships end or a partner dies. The reality is that millions of people expect protections which the current law does not provide.

Many unmarried couples share homes, raise children, blend their finances and make significant sacrifices for their family. Some choose not to marry for cultural, personal or financial reasons; others remain unmarried because one partner does not wish to, or because the other partner doesn’t realise they have to, to have better financial security. Whatever the reason, the financially weaker partner and any children of the relationship should not be left exposed to hardship because the law has failed to keep pace with modern family life.

By the same token, we realise that many people will not want to be subject to any new framework for unmarried couples and it is important that their views be respected, provided that doesn’t risk causing financial hardship and unfairness to their partner and/or their children”.

Experience from countries including Australia and New Zealand demonstrates that carefully designed protections for cohabiting couples can operate successfully without undermining marriage or producing the consequences sometimes predicted by some. Reform provides an opportunity to learn from countries that have successfully navigated the balance between autonomy and protection.

Joanne and Elizabeth’s comments on the need for cohabitation reform were also featured in FT Adviser. Click here to read.

Nuptial agreements

The consultation signals a decisive move towards the introduction of legally binding nuptial agreements. “Qualifying Nuptial Agreements” (QNAs) would be enforceable, subject to key safeguards being satisfied, including independent legal advice, material financial disclosure and (for pre-nuptial agreements) execution at least 28 days before the wedding.

While nuptial agreements have carried weight for many years, their legal status has remained uncertain, subject to the fact-sensitive fairness test set out by the Supreme Court in the 2010 case of Radmacher v Granatino. The proposed reforms nod to greater autonomy and certainty for divorcing couples, albeit with an important safety net: where needs are not met by the QNA, the court may still intervene – but on a narrower basis than at present.

Forsters’ Family team regularly advises HNW individuals on complex pre- and post-nuptial agreements involving family wealth, businesses, inherited assets and cross-border considerations, and welcomes greater clarity and certainty in this important area of law.

As the consultation closes, we await the Government engaging with responses and setting out next steps. This is a defining moment for family law – a rare opportunity to create a clearer and more coherent framework of rights and responsibilities that protects children, supports vulnerable individuals, respects personal autonomy and reflects the reality of contemporary relationships.

Life in the fast lane: Before you accept the offer – five areas to negotiate

Life in the fast lane: Employment law essentials for senior executives

Drawing on our significant experience advising both senior employees and employers on contentious and non-contentious employment matters, this series provides a practical guide to the employment life cycle.

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Being offered a new senior role is an exciting career milestone. Before you accept, you have a unique opportunity to influence the terms of your employment, clarify expectations and address potential issues before they arise. During offer discussions, you will often have your greatest negotiating leverage – use it wisely – to shape the terms on which you will join, operate and, if necessary, leave. The aim is not to make the process difficult, but to start the relationship with clarity, protect the value of the opportunity and set yourself up for long-term success.

Here are five key areas to focus on before you sign terms.

1. Create the right starting point 

A new employer will usually seek comfort that your appointment does not create risk for their business or organisation. Some protections are standard, but others can expose you personally or create practical difficulties from day one. 

Former employer obligations 

Check what you are being asked to confirm about your obligations to a former employer. You should: 

• Review any warranties, confirmations or indemnities carefully. 

• Be confident that joining the new employer will not breach confidentiality, fiduciary duties or post-termination restrictions. 

• Treat indemnities with particular caution, as they may require you to cover significant losses if a confirmation proves incorrect. 

• If in doubt, take advice – we can review the position with you and help manage any sensitive conversations with your new employer.

Outside interests 

Expect to disclose outside roles, directorships, trusteeships and material investments, especially if your new role involves taking on a directorship. Make sure any disclosure obligation is workable in practice. 

  • Be wary of commitments that require impractical levels of disclosure, such as every personal shareholding. 
  • Ensure you can comply both at the outset and on an ongoing basis.
  • We can help you negotiate carve-outs or practical workarounds to ensure that you can meet these obligations.

Probation periods

Probation periods are often included based on a template contract rather than configured to your specific role. You can ask for one to be removed, but it may not be worth spending too much negotiating capital on this if the employer resists. Instead, focus on sensible guardrails, including notice periods, understanding the review process and the consequences for bonus, incentives and benefits if employment ends during probation.

2. Align the contract with the day-to-day reality 

Senior contracts often say little about the practical reality of the role. That is normal, but just because the detail will not be set out in the contract, that does not mean it should wait until after the contract is signed. Use the negotiation phase to flush out assumptions to avoid any misunderstanding or even disputes down the line. These can include:

  • Where you will work – agree expectations on office presence, hybrid working, travel and international commitments. 
  • When you will work – understand any expectations around time zones, availability and working pattern. 
  • What you will do – confirm priorities, authority, reporting lines, budget ownership and decision-making scope. If you are taking up a regulated position or directorship ensure that any record of your duties (e.g. Statement of Responsibilities) accurately reflects these discussions.
  • How responsibilities can change – look out for clauses that allow your employer to alter your role, and ensure these powers are appropriately limited. 
  • Your wider duties – understand duties of good faith, fiduciary duties and, if relevant, directors’ duties or regulatory obligations. If you are taking on a regulated role or directorship, consider asking for tailored training. 

3. Get under the bonnet of the reward package

The headline package is only the start. Executive remuneration is an area where value is generated and lost in the detail, particularly around bonus, equity, benefits and what happens if employment ends. Use the negotiation phase to do your due diligence on the detail of the reward package on offer and ensure that key terms that you have agreed are appropriately documented.

Salary and reviews

  • Confirm that base salary and the wider package are aligned with the role and with comparable senior executives.
  • Ask how pay reviews usually operate, even where the contract gives the employer broad discretion.

Bonus, equity and incentives

  • Ask for all relevant plan rules, award letters and policy documents before you sign.
  • Identify what is guaranteed, what is discretionary, who decides outcomes and how.
  • Where you are leaving value behind in leaving your current role, consider negotiating a sign-on bonus, buy-out award or first-year guarantee.
  • Ensure any agreed commitments to variable pay entitlements are clearly documented, ideally in the contract or offer letter.
  • Check bonus clawback provisions, malus, leaver and vesting provisions carefully, especially for equity or deferred awards.

Benefits

  • Review the full benefits package, not just pay.
  • Pay particular attention to sickness and incapacity benefits.
  • Check holiday entitlement. For senior roles, 25 days plus bank holidays should be the minimum expectation, with 30 days often negotiable.

4. If you are becoming a director – understand your duties

A directorship is an additional responsibility to your employment and is governed by corporate law, bringing further legal duties and potential exposure [link to directors’ duties/becoming a director articles from checkmate]. The terms of a directorship are usually documented in the same contract.  Pay particular attention to the provisions that govern your responsibilities, protections and potential liabilities as a director.

  • Check for a company undertaking to provide directors’ and officers’ (or ‘D&O’) insurance in your contract and review the policy before you sign. Ensure D&O insurance is in place from day one, is adequate and continues after termination. We recommend at least six years of run-off cover.
  • Clarify what happens if the directorship ends but employment continues, and vice versa.
  • Resist automatic resignation obligations that take effect immediately on notice – it is better for all parties for an orderly transition to be agreed.

5. Plan for an exit before you need it

Termination provisions are often overlooked or treated as standard and not negotiated at the start of a role, but negotiating robust exit provisions now will put you in a stronger position if things don’t go to plan or you decide to move on in the future. The key areas to look at are:

Notice

Senior executives typically see notice periods of 6–12 months, although shorter periods are becoming more common.

  • Consider whether security or flexibility matters more to you.
  • Longer notice can provide financial protection and leverage in an employer-led exit.
  • Shorter notice provides greater flexibility if a new opportunity arises.

Payment in lieu of notice (PILON)

A PILON provision allows your employer to terminate immediately and pay you notice instead of requiring you to work your notice period.

  • Check how PILON is calculated – it is standard for PILON to be based on base salary only, but, if variable pay forms a large part of your package, consider whether there is scope to negotiate.
  • Look out for provisions which allow payment in instalments and mitigation wording that allows payments to stop if you find another role – these are becoming more common.

Garden leave

As an alternative to a PILON, it is standard for senior employment contracts to give employers the power to place employees on ‘garden leave’ during their notice period.  This is unlikely to be negotiable.

Understand what restrictions will apply, including contact with colleagues, clients and customers, and when you can start a new role.

Incentives on exit

  • Know what happens to bonus, deferred awards, equity and other incentives if notice is served or employment ends.
  • Review good leaver and bad leaver terms which apply to more complex incentives including vesting, exercise windows and any discretion retained by the employer.
  • We recommend taking advice on the detail of these provisions to ensure you understand them, as they can carry significant financial value in an exit.

Post-termination restrictions

  • Check the scope, duration and practical impact of non-competes, non-solicits, non-dealing clauses and confidentiality obligations – which senior contracts will almost invariably contain.
  • Make sure the restrictions reflect your actual role, seniority and client or market exposure.
  • Take advice before challenging restrictions. The law around the enforceability of these restrictions is complex, meaning that challenging restrictions that you think are unreasonable is not always to your tactical advantage

Final thought

Your contract will not determine whether you succeed in a new role, but it can have a significant impact on your protections, financial position and options if circumstances change. The offer stage is often your best opportunity to shape those outcomes, but we understand the need to balance that against maintaining goodwill while starting a new role.  Focus on the terms that matter most and ensure you fully understand the detail behind the headline package.

Our employment team regularly works with senior executives to review and negotiate their terms of employment before starting a new role. We can help you understand what is market standard, identify potential risks and opportunities, and negotiate terms that reflect your priorities. Involving us early can also help to depersonalise sensitive discussions, making negotiations more straightforward while ensuring you start your new role on the strongest possible footing.

The is the first article of five in our “Life in the fast lane: Employment law essentials for senior executives” series. The next article will be published later in September 2026.

Employment Rights Act Watch: August 2026 edition

Compass

Welcome to this month’s edition of Employment Rights Act Watch, bringing you the very latest on the implementation process, together with practical tips on what you should be focusing on to prepare for the changes ahead.

For a comprehensive overview of the Act and to access detailed guidance on topics most relevant to you, please browse our Employment Rights Act Hub.

A new government: what are the implications for the Employment Rights Act?

Andy Burnham MP took office as Prime Minister on 20 July 2026. So far, he has given no indication that we can expect any change on the Employment Rights Act reforms, and all signs point toward continuity. Read more on our new Prime Minister’s first few weeks in office and what that suggests for employment reforms here.

Where are we on implementation?

Since the last edition we have seen changes to the implementation timeline, so we now anticipate the following timeline on remaining reforms taking effect in 2026:

The timeline update was published under Keir Starmer’s premiership, and it is not yet clear whether timing will be further impacted by the change in government. We will keep you updated.

Looking beyond 2026, we are continuing to support clients working toward the much-anticipated changes to the unfair dismissal regime, still expected to come into effect in January 2027.

What should you be focusing on?

Continue to focus on unfair dismissal and harassment

The priorities for employers remain largely unchanged from our previous edition, and you should continue to prepare for the changes to the unfair dismissal regime and the anti-harassment framework. Read more about the changes, what they mean for you and how you can prepare here:


Take note of trade union changes

30 October 2026 is expected to bring changes to trade union law, including changes that will affect employers outside traditionally unionised environments. Even if you do not regularly deal with a union, you need to take note of the following:

  • A new trade union access right, which will entitle trade unions to request physical or digital access to your workforce, subject to very narrow exceptions. You can read more about this, what it means for you, and whether it is advisable to take steps to prepare in our updated guide here.
  • A new duty to inform workers of their trade union rights. We are still waiting for the government to confirm exactly what will be required of employers under this new duty. Once that detail is confirmed, employers will need to act quickly to update their procedures ready for the 30 October implementation date. You should therefore keep a close eye on any developments.

In addition, we recommend that you take a look at your holiday pay arrangements. As of 6 April 2026, employers are under obligations to keep records relating (among other things) to holiday pay compliance, and the Fair Work Agency (FWA) will be given powers to enforce holiday pay compliance from 2027. The introduction of a state enforcement route is going to increase risk for employers who do not calculate holiday pay correctly. Based on the government’s proposed enforcement approach, it is clear that employers who take swift action now to remedy any inaccuracies will face reduced exposure, so now is the time to audit your arrangements and ensure you are compliant. You can read more the proposals, what they mean for you, and what you can do prepare here.

What is the very latest on the Employment Rights Act?

The government is finalising arrangements to bring changes to trade union law into force at the end of October. It has now finalised its statutory Code of Practice on trade union rights of access, and secondary legislation has been brought forward to implement government proposals on the detailed mechanics associated with the right.

With regard to the changes to tipping, the (Starmer) government withdrew a draft updated statutory Code of Practice on tipping without comment, following heavy criticism from Unite. The government has now announced that we can expect a new consultation. Depending on when that is issued, that may call the expected implementation by the end of 2026 into question. We will keep you updated as more information becomes available.

Finally, the government consultation on reforms affecting zero- and low-hours workers will close on 25 August, so this is your last chance to contribute if you are going to be affected. You can read more about the proposals here.

Navigating the Employment Rights Act 2025

An overview of the key changes and some general guidance on steps you can sensibly take to prepare.

Explore now

Jo Keddie named The Times Lawyer of the Week

Jo Keddie, Forsters’ Head of Employment and Partnerships, has been named The Times Lawyer of the Week.

Jo was selected for her success in a landmark Employment Tribunal case that secured a significant award of compensation for our client and, importantly, recognition of the lasting impact that discrimination and unfair dismissal can have on an individual’s career.

The judgment is notable for its detailed consideration of stigma damages, a rarely explored aspect of employment law that compensates individuals for reputational harm and career disruption arising from litigation.

The feature explores the case, as well as some of the highlights from Jo’s exceptional career in employment law.

Read the article here.