UK employment law information and advice
About the podcast UK employment law information and advice
Podcast by CM Murray LLP
Board Diversity: Episode 3 - The Latest Drivers for Change to Diversity on Boards
We are delighted to bring you the third episode of our mini podcast series on board diversity and how it has progressed over recent years. Teresa L. Johnson, Partner at Arnold & Porter Kaye Scholer LLP in San Francisco, joins Partner Emma Bartlett to discuss the drivers for change to diversity on boards that are currently taking place and the impact these will have. In this episode, Teresa and Emma discuss the following: The impact on board diversity following NASDAQ’s approval of new board diversity regulations and, in the UK, the FCA’s progressive proposals for board diversity for certain financial sector organisations. Both the US and UK follow the ‘comply or explain’ method of implementing the changes. How the FCA changes will lead the way for other industries and regulators in the UK. The proposed changes include: A voluntary target of 40% of the board to be made up of women, including those identifying as women; At least one senior board position should be held by a woman; At least one member of the board should be from a non-white ethnic minority background; Boards will be required to comply or explain in their annual financial reporting how they are performing against these voluntary targets. It can be more difficult for smaller boards to promote diversity with their board members and therefore more challenging to meet set targets The US has seen a big groundswell of support for compliance pushed by investors and effort to comply. For more information on the topics covered in this recording, please contact our Partner Emma Bartlett, who specialises in employment and partnership issues for multinational employers, senior executives, partnerships and partners.
What Duties do Employers have to Support Victims of Domestic Abuse in the Workplace?
Domestic abuse hit the headlines in 2020 as reported incidence spiked to 2.4 million, with the United Nations declaring it an emergency. In January 2021, Business Minister Paul Scully made a 'call to action' to all UK employers to do more to help their colleagues who may be the victims of domestic abuse. In this podcast, our Partner Emma Bartlett is joined by [economic and domestic abuse] experts Dr Nicola Sharp-Jeffs OBE (Founder and CEO of charity Surviving Economic Abuse) and Mikkel Dissing (CEO of Pan!cGuard Ltd) to discuss employers' obligations to help colleagues who are victims of domestic abuse as part of existing health and safety legislation. If you have any questions arising from this alert, or for specific legal advice on particular circumstances, please contact our Partner Emma Bartlett (firstname.lastname@example.org), who specialises in employment and partnership issues for multinational employers, senior executives, partnerships and partners.
Personal Risk Management for Partners: Professional Practices Alliance Webinar Recording
We are pleased to share with you the recording from our recent Professional Practices Alliance (PPA) expert discussion, ‘Personal Risk Management for Partners’. Partners of professional practices spend their entire careers focused on the protecting interests of their clients. This can sometimes be at the expense of their own planning. In this podcast recording, you can hear Chair, Corinne Staves (Partner and Head of Professional Practices, Maurice Turnor Gardner LLP) and panel speakers, Rachel O’Donoghue (Partner and Head of Financial Planning, Buzzacott LLP), James Currie (Senior Tax Manager, Buzzacott LLP), David Shufflebotham (Founder, PEPUP.consulting), Fiona Poole (Partner, Maurice Turnor Gardner LLP) and Beth Hale (Partner, CM Murray LLP) explore the actions that all partners should be considering and the extent to which firms should be involved in personal risk management. In particular, this panel address the following: • the key personal risks for professional partners; • financial planning and legal protections that partners should put in place; • the extent to which firms should implement measures to protect partners, for example, death in service and/or life insurance benefits; • whether insurances could benefit of the firm (i.e., to manage cashflow) or the partners/their families, for example, life insurance and income protection; • how a firm can manage the risks of partner death/incapacity; and • how a firm’s agreement and policies can support this process including the protections which should be included in LLP deeds as well as powers to remove and suspend.
What Questions has the Platform Economy thrown up? A Cross-Border Perspective - Expert Discussion
We are delighted to bring you this recording of an expert discussion between members of leading international employment law alliance Innangard, exploring and offering insight into key issues concerning workers and employers in the current climate in the UK, Spain and Sweden. The platform economy continues to raise new employment law queries, which legislation and case law are now catching up with. This discussion takes a close look at some of the more common issues being faced by platform companies and their workers and examines the protections and remedies potentially available to both. The discussion is hosted by Merrill April (CM Murray LLP, UK), with contributions from María José Sánchez (Augusta Abogados, Spain) and Carl-Fredrik Hedenström (Morris Law, Sweden). The key questions addressed by the panel include: 1. How has the status of platform workers developed in the UK, Spain and Sweden? Has the development been linked to the different employment statuses recognised by each jurisdiction? 2. How did the courts reach their decision in the Uber case in the UK and what have been the impacts of the decision? 3. What has been the reaction from riders, platform companies and unions to new legislation covering digital platform workers in Spain? 4. What has been most influential in developing the rights of platform workers – case law, legislation or collective agreements? 5. Has the widespread use of collective agreements in Sweden resulted in differing treatment for platform workers? Listen out for Part 2 of the recording where the speakers continue their discussion on the topics of AI and algorithmic management, taxation and social security as they relate to platform workers. Innangard is a non-exclusive alliance whose members are leading independent law firms located across Europe and Asia-Pacific, with specialist employment law experience and reputation in advising Employers. Each firm is individually recognised in their own country and jurisdiction for their expertise in labour and employment law issues. For more information about Innangard Executives and to contact any member firm, go to: Innangard.Global. Follow Innangard on Twitter: @Innangardglobal
Neurodiversity in Professional Services Firm Leadership - Professional Practices Alliance Webinar
We are pleased to share with you the recording from our recent Professional Practices Alliance (PPA) expert discussion, ‘Neurodiversity in Professional Services Firm Leadership’. Individuals who may be described as “neurodivergent” bring a plethora of skills and different perspectives to an organisation, offering firms a sustainable, competitive advantage that will be particularly beneficial in the current economic climate. Harnessing and embracing the cognitive divergence of a workforce will enable professional services firms to home in on an untapped pool of innovators and high performers to inform its decision making and wider strategies, and promote an inclusive workplace culture. It is important for firms to raise awareness about neurodiversity related issues, whether through the day-to-day advocacy of senior management or the delivery of firmwide training, to help managers and colleagues to better understand neurocognitive differences and the needs of their neurodivergent colleagues. In this webinar, you can hear session Chair, Emma Bartlett, CM Murray LLP, and speakers Daniel Aherne, Adjust Services, Caroline Ramsay, TLT LLP and Rob Millard, Cambridge Strategy Group, discuss a range of issues relating to neurodiversity for professional services firms to carefully consider, including the following: • the importance of harnessing cognitive diversity in leadership and the various ways in which firms can boost decision-making, creativity and innovation through neurodiversity; • how professional services firms can encourage a culture that is more understanding of neurodiversity, including implementing policies and procedures promoting and generating awareness about neurodiversity; encouraging senior individuals to lead from the top; and offering training to managers and colleagues to help them to better understand these issues; and • potential statutory protection under the Equality Act 2010 for those who may be described as “neurodivergent”; in particular, focusing on an employer’s duty to make reasonable adjustments, and offering some practical suggestions as to what might constitute a reasonable adjustment in this context. For more information on any of the topics covered in this recording, please email Emma Bartlett: email@example.com. The Professional Practices Alliance is a multi-disciplinary collaboration between leading UK independent legal, accounting and law firm management specialist advisers, CM Murray LLP, Buzzacott LLP, Maurice Turnor Gardner LLP, Pep Up Consulting and Cambridge Strategy Group.
Board Diversity – A Global Approach Podcast: Episode 1
We are delighted to introduce our mini podcast series discussing the topic of board diversity and how it has changed in recent years, , including a comparison of the regulation of board diversity between California and the UK. While it has come a long way, there is plenty more to be done. Listen to the first episode here.
Transitioning from Founder-Led to Perpetual Governance Models
Transitioning from Founder-Led to Perpetual Governance Models: The Most Difficult Challenge that Many Professional Service Firms ever face The transition that any firm must undergo if it is to survive and thrive after its founders retire affects every aspect of the organisation. It is at the same time both strategic and intensely personal. For founding partners, it involves giving up control of an organisation that in many cases defines who they are and trusting the next generation to lead and manage it into a successful future. For that next generation, it means stepping up to a whole new level of responsibilities. It almost always involves difficult discussions, including about money, power and influence. For the firm’s employees, the outcome determines no less than their future livelihoods. For clients, such transitions can significantly impact the quality of service that they receive in both the long term and while the transition is underway. This issue is deeply relevant in 2021; the (then) young entrepreneurs who founded a disproportionately large number of professional service firms in the early 1990s are fast approaching retirement. Many have been immensely successful, building firms that stand proudly pre-eminent in their markets. The role that those founders will play in their twilight professional years, and indeed whether or not these firms will even survive without their founders, depends on how well the transition is planned and executed. In this panel discussion recording, you can hear Session Chair, Rob Millard (Founder, Cambridge Strategy Group – Law Firm Management Consultant) and esteemed panellists, Fernando Peláez-Pier (Founding Partner, Hoet Peláez Castillo & Duque- a former president of the International Bar Association and the Lex Mundi network), David Shufflebotham (Founder, PEP Up Consulting – Partner Remuneration Specialist), Claire Watkins (Partner, Buzzacott LLP – Head of Professional Practices Group) and Zulon Begum (Partner, CM Murray LLP – Partnership and M&A Law specialist), discuss and provide expert insights on the major challenges and considerations for such transitioning firms, including: The relative merits of potential exit models to balance founders’ and next generation partners’ interests, including a straight return of capital and profit share (or “naked in, naked out”); post-retirement annuities; consultancy arrangements; sale on exit based on agreed value (and typical valuation approaches and expectations); and returns based on a future capital event. Developing a governance transition strategy and adequate succession planning, including understanding the firm’s current position and future requirements as well as managing timing and communications. Issues involved in transitioning family-owned firms, including challenges caused by not having clear, institutionalised governance, processes and opportunities for all partners, the need to have open early conversations about the exiting partners’ interests and to build consensus on the firm’s future. The legal and operational issues and how to approach key provisions in the firm’s constitutional documents, including weighting of founder and next generation voter rights, profit sharing arrangements, anti-embarrassment clauses, annuity provisions, post termination restrictive covenants, admission of new partners, partner “lock-in” provisions, mandatory retirement age and change to firm name clauses (amongst others).
About the podcast UK employment law information and advice
Podcast by CM Murray LLP