Settlement agreements: 10 things to think about to ensure you receive a fair deal

settle_your_differencesIt can be a daunting prospect to be faced with being offered a settlement agreement by your employer. There are a number of considerations you need to think about with your lawyer to ensure the best possible deal.

A settlement agreement is a legally binding document setting out the terms and conditions surrounding the termination of your employment. By signing such a document you are agreeing to effectively waive any claims you may have arising out of your employment and the termination thereof. Given the legal effect of a settlement agreement, is important therefore to try to negotiate the best deal possible for you.

At iLaw we have over 20 years of experience negotiating settlement agreements (previously known as compromise agreements) on behalf of clients.

Here are our top 10 considerations we identify to clients to ensure they get a fair deal:

1.THE COMPENSATION AMOUNT

You should try as far as possible to maximise the financial terms of the settlement. With this in mind, the amount of money you are being offered under the settlement agreement as an ex gratia sum as compensation for loss of employment ought to reflect the likely value of the potential legal claims you may have arising out of your employment and its termination.

As part of the advice your independent adviser ought to give when taking you through the terms and effect of your settlement agreement they ought to identify any claims you may have against your employer arising out of your employment and their (respective) value(s).

Since you will be effectively be waiving any such claims by signing a settlement agreement, it is important to ensure you are adequately compensated for doing so.

If you are unhappy with the ex gratia amount being offered compared to the value of your potential claims arising out of your employment and the termination thereof you can seek to try and negotiate a higher figure. Your independent adviser can assist in carrying out this negotiation on your behalf and pass on the cost by seeking a higher cost contribution from your employer for advising under the agreement.

Your employer though is not obliged to agree this request and indeed it may not be in their interests to do so. In such circumstances you would remain responsible for any additional legal costs.

2. TAX LIABILITY

 Where a payment is made on termination of employment (including any redundancy payment) and expressed as compensation for loss of employment, the first £30,000 will be treated as exempt from tax up to £30,000. Any excess will be subject to income tax deductions in the normal way.

If the termination date is close to the end of the tax year you may find it tax efficient to move the termination date into the next tax year or to stagger payments under the settlement agreement into the next tax year.

3. PAYMENT IN LIEU OF NOTICE

 Where your employer does not require you to work your notice period, then you ought to be entitled to receive payment in lieu of notice (commonly referred to as ‘PILON’).

You ought to refer to your contract of employment in the first instance for the length of your notice entitlement. Where your contractual notice entitlement is relatively short and you have been working for your employer for a number of years it may be that statute will intervene to provide you with a longer notice entitlement. Legal advice ought to be obtained in this regard.

Where there is no PILON clause in your contract of employment and your employer does not typically pay its employees PILON on termination of employment, a sum representing the equivalent of the notice period can often be paid tax free up to £30,000.

Where your contract of employment contains specific PILON provisions though whereby your employer reserves the right to pay you money in lieu of notice rather than making you work your notice period then payment of your PILON is regarded as contractual. Even where there is no PILON clause in your contract of employment itself, where your employer typically pays its employees PILON on termination as a matter of custom and practice then HMRC may regard this entitlement as an implied contractual PILON (or auto PILON as it is often referred to) and therefore taxable. In both circumstances, HMRC will expect your employer to specifically refer to this payment being made in the settlement agreement and to make appropriate deductions for tax.

Sometimes employers attempt to include PILON as part of the ex gratia lump sum under a settlement agreement. Where there is a PILON clause in your contract of employment or an auto PILON situation arises in your case, if HMRC investigates the payment as they are entitled to do, you may find yourself personally liable to pay the necessary deductions yourself whether under any tax indemnity contained in your settlement agreement or otherwise.

4. HOLIDAY PAY

 We always insist that the number of days untaken paid holiday entitlement which you have accrued up to and including the date of termination of employment is specified in the settlement agreement to avoid any misunderstandings or disputes later on.

It is particularly important to specify the amount of untaken holiday entitlement you have accrued in the agreement itself as you will be unable to take any action to claim additional untaken paid holiday entitlement after signing the settlement agreement because you will have waived your right to do so under the agreement.

If you are receiving payment in lieu of having to work your notice period, then, strictly speaking, you are not entitled to compensation for any period of paid holiday entitlement that would have accrued to you during your notice period.

5. BONUS

 Some contracts of employment specify that entitlement to bonus is discretionary and where employment ends or where notice is served before bonus is due to be paid out, entitlement to bonus is lost. This does not prevent you though from still seeking to argue that you ought to be entitled to bonus.

Where you would ordinarily be entitled to receive a bonus, have worked for a significant proportion of your bonus year and the bonus amounts are readily quantifiable you can ask your employer to pay a pro-rata sum in respect of bonus under your settlement agreement.

As with all payments you consider you ought to be entitled to on termination of employment, you must ensure your settlement agreement expressly provides for bonus entitlement including the amount due. Unless your settlement agreement does so you are unlikely to receive any bonus payment you will be unable to take any action to claim bonus after signing the settlement agreement because you will have waived your right to do so under the agreement.

6. TERMINATION DATE

 The termination date contained in the settlement agreement ought to be reasonably contemporaneous with the date you and your employer both signed it.

If the settlement agreement is entered into a number of months before the termination date then this may put in jeopardy the tax free status of any ex gratia payment.

In such circumstances, HMRC may seek to argue that part or all of the termination payment represents an inducement for the employee to continue to perform services for the employer for the interim period between the date of signing the agreement and termination date and will treat it as taxable.

7. REASON FOR TERMINATION

 Often employers include wording that termination is ‘by mutual consent’. Such wording though may once again jeopardise the tax free status of any ex gratia settlement payment.

 The reason for termination specified in the settlement agreement may be relevant also if you have income protection insurance, for example as part of a house insurance policy. Some insurance policies only pay out if the reason for termination of employment is redundancy and will ask documentary evidence to be provided of this.

8. REFERENCE

 It is important that you are provided with a reference on termination of your employment to assist you with obtaining new employment and that you are satisfied with the content.

There is no legal obligation on an employer to provide a reference and employers are therefore entitled to refuse to provide references.

For this reason your settlement agreement ought to contain a term providing that your employer will respond to any request for a reference from a prospective employer in writing in accordance with the agreed form of reference attached and further that any verbal reference provided will be in no less favourable terms.

It is common practice for employers to provide short form references, which give little more information beyond your dates of employment and job title.

It may be possible to agree an improved form of reference which includes additional information about your duties and responsibilities, skills and capabilities and any milestones/ achievements in performing your role which casts you in a more positive light.

Be warned though that sometimes a more detailed reference can lead a prospective new employer to suspect that an agreed settlement was negotiated by lawyers in relation to your previous employment and lead to them asking questions regarding the precise circumstances surrounding termination thereof.

9. NON BAD MOUTHING PROVISIONS

 Your settlement agreement will typically include a restriction preventing you from making any adverse or derogatory remarks about your employer or do anything to bring them into disrepute

We always recommend ensuring the agreement includes reciprocal non bad mouthing provisions on your employer that it will use reasonable endeavors to ensure that its employees and officers do not make any adverse or derogatory remark about you or do anything to bring you into disrepute also.

10. RESTRICTIVE COVENANTS AND GARDEN LEAVE

 Restrictive covenants (or post-termination restrictions as they are sometimes called) are often included in a settlement agreement. These provisions are either specifically drafted for the purposes of the settlement agreement or reference is included that you will continue to be bound by your existing restrictions contained in your contract of employment.

Such post termination restrictions are only ever enforceable to the extent that they are necessary to protect the legitimate business interests of the employer.

Post termination restrictions also need to be closely defined in terms of duration and scope if they are to be enforceable.

Typical restrictions include:

  • Non-competition;
  • Non solicitation of clients/ customers;
  • Non dealing with clients/customers;
  • Non solicitation of key employees; and
  • Non-interference with suppliers

No compete restrictions are particularly draconian preventing you from working for a competitor for a period of time post termination of your current employment, effectively therefore amounting as a fetter on your ability to obtain alternative employment. In this context you need to look at the amount of compensation on offer under the settlement agreement compared with any period of time during which you will be constrained.

As part of a negotiation on a settlement agreement we always endeavor on our clients’ behalf to get any problematic post termination restrictions removed if at all possible or if not the ambit of the restriction in terms of time and scope reduced.

Also the settlement agreement should state that any post termination restrictions your employer wants to hold you to should be reduced by any period for which you are on garden leave as such a period will effectively already constrain you from working/ dealing with customers, employees and suppliers. See below for more on garden leave.

Where you employer has acted towards you in a manner which could be said to be in breach of contract it may be possible to argue,  by virtue of this breach, that any post termination restrictions fall away and are no longer effective.

 Your settlement agreement may provide that you are placed on a period of what is commonly referred to as ‘garden leave’ until the end of your employment.

This effectively means you are not being required to attend your employer’s offices and you may be restricted in the contact that you can have with clients/other staff.

Most employees are perfectly content to be put on garden leave (subject to the length of garden leave required of them) as they will continue to receive full salary and accrue paid holiday entitlement for this period without having to work.

In such circumstances, you still need to remember that whilst you are not required to attend work you remain an employee and are still subject to your employer’s authority, instructions, policies and procedures. So for example, if you are asked to cooperate with them on providing information as part of a work handover you are still obliged to do so. Also if you decide you want to go on holiday you should book time off in the normal way and obtain approval first.

NEXT STEPS

If you have been offered a settlement agreement you need to take independent legal advice on the agreement before it can be considered legally binding. Your employer normally agrees to contribute a fixed amount towards your legal fees for obtaining that advice under the terms of the settlement agreement.

At iLaw we do not charge more than the cost contribution provided by your employer for obtaining this advice. Call us today on 0207 489 2059 OR 07525618363 for a FREE initial consultation or to make an appointment. Also check out our specialist settlement agreement page .

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Top 10 strategies for employers handling redundancies

settle_your_differencesIntroduction

In order to remain commercially competitive it is important businesses review their staffing needs on a regular basis. Even where a business is successful, it is inevitable, that redeployment of labour and redundancies will sometimes be necessary based on prevailing market conditions. This is particularly true in the uncertain times in which we live as a result of Brexit. It is vital if you are considering reducing staff head count due to the prevailing economic circumstances that such redundancies are handled carefully to avoid unanticipated liabilities for your organisation.

Here at iLaw we have over 20 years’ of experience guiding employers through redundancy processes. Here are our top ten tips for employers faced with having to make what we understand and appreciate are difficult decisions:

1. Avoid having to make redundancies in the first place

Developing an effective strategy for human resource planning can help manage current and long term staff needs and avoid the need to make redundancies.

2. Make sure there are good grounds for making redundancies

Even if an organisation has an effective HR strategy in place, sometimes having to make redundancies is inevitable. It is important when considering making redundancies that you are able to justify the grounds as a matter to law to avoid claims for unfair dismissal.

According to the Employment Rights Act 1996 a redundancy situation arises when:

  • the employer has ceased, or intends to cease, to carry on the business for the purposes of which the employee was so employed; or
  • the employer has ceased, or intends to cease, to carry on the business in the place where the employee was so employed; or
  • the requirements of the business for employees to carry out work of a particular kind has ceased or diminished or are expected to cease or diminish; or
  • the requirements of the business for the employees to carry out work of a particular kind, in the place where they were so employed, has ceased or diminished or are expected to cease or diminish.

3. Adopt a fair selection criterion

The selection criteria for making an individual employee redundant should be fair, objective and consistent. By ensuring this,  this avoids any suggestion the employee has been unfairly selected for redundancy.

As far as possible, objective criteria, precisely defined and capable of being applied in an independent way, should be used. The purpose of having objective criteria is to ensure that employees are not unfairly selected for redundancy. Examples of such a compulsory criteria are:

  • Skills or experience;
  • Standard of work performance or aptitude for work;
  • Attendance or disciplinary record.

4. Make sure in applying the selection criteria it is not tainted by discrimination

The chosen criteria must be consistently applied by all employers irrespective of size. The employer should also ensure that in applying the criteria their decision making is not tainted by discrimination in any way e.g. disability in the context of work attendance and age in the context of experience (the argument being younger employees may have less experience by virtue of their age but that does not mean they do not have the skills and capabilities to do the job in question).

5. Consider voluntary redundancies

One acceptable method in terms of a non-compulsory selection criteria is for employees to volunteer to be considered for redundancy and for the employer to select from the list of volunteers those employees who are to be dismissed.

This has the advantage of avoiding the need for compulsory redundancies, with a less demoralising and disruptive effect on the workforce. It is not uncommon to offer enhanced redundancy payments as an incentive to attract people to leave. In situations where the number of volunteers exceeds requirements, employers should be alert to the potential reaction of some employees not selected and consider in advance how best to deal with this.

The disadvantage of going down the voluntary redundancy route is that sometimes those volunteering for redundancy may be the employees with the superior skills and capabilities (as a result of which they are more confident of obtaining alternative employment) and therefore the ones the employer would prefer to retain.

6. Follow a fair redundancy procedure

Put into place an effective redundancy policy that sets out the redundancy process step by step. This will help employees understand the procedure that will be followed before it takes place. It also provides employers with the structure and framework to be followed. Fair and appropriate procedures need to be followed to avoid unanticipated liabilities for unfair dismissal even where there are good grounds for making a redundancy.

The essence of a fair redundancy procedure established by UK employment case law is:

  • Warning;
  • Consultation; and
  • Notice

Dealing with each of these three limbs in turn:

7. Warning

The employer should meet with the employee and give them warning that their role has been POTENTALLY identified for redundancy explaining the underlying grounds. It is just that, that the role is potentially redundant. It is important at this stage not to say anything that would suggest the employer has made the decision to make the position redundant terminate the employee’s employment. To do so would risk prejudicing the entire consultation process rendering the dismissal potentially unfair and opening the employer to a claim.

The employer should follow up the meeting with a letter to the employee confirming the following:

  • The reasons for having to make redundancies; and
  • Stating the employee’s role has been identified as a result as being potentially redundant; and
  • Explaining the consultation process that will follow with dates for the next meeting to take place as part of that process.

8. Consultation

Consultation should take place as soon as possible following the initial meeting at which warning of potential redundancy is given. The purpose of consultation is for both sides to explore the available options. It presents an opportunity for the employee to pitch ideas as to how the redundancy can be avoided. For the employer it presents an opportunity to listen to such ideas as well as to identify whether there is a suitable alternative role for the affected employee(s), so as to avoid having to give notice of termination of employment at the end of the consultation period.

NB employers who propose to dismiss as redundant 20 or more employees at one establishment over a period of 90 days or less have a statutory duty to consult representatives of any recognised independent trade union, or if no trade union is recognised, other elected employees. This is in addition to the employer’s obligations to consult individually with the employees.

9. Notice

At the end of the consultation period (and not before), if employer and employee have not been able to identify a way of avoiding the redundancy crystallising or suitable alternative employment for the employee then the employer should meet with the employee again to confirm the redundancy is confirmed and give notice of termination of employment. The employer should follow up the meeting with a letter confirming in writing the following:

  • Confirmation of the redundancy; and
  • The planned date for termination of employment; and
  • The employee’s entitlement to a redundancy payment whether under statute (assuming the employee meets the 2 year qualifying criteria for such a payment) or under the employer’s redundancy policy if it includes provision for an enhanced redundancy payment; and
  • The employee’s contractual entitlements on termination of employment including (but not limited to) the following elements:
  • Notice or payment in lieu of notice if the employer does not want the employee to work their notice period; and
  • Accrued but untaken holiday entitlement due up to the date of termination of employment; and
  • Any commission earnt or bonus due on termination in accordance with the employer’s scheme rules

This list is not intended to be exhaustive.  You should refer to the employee’s contract of employment to check the full extent of the financial entitlements due on termination of employment.

10. Consider offering a settlement agreement

Settlement agreements offer employers a clean and effective means of dealing an employee being made redundant providing protection against the employee seeking to claim they have been unfairly dismissed following termination of employment. Typically the employee is offered an enhanced redundancy payment in return for waiving any legal claims they may have against their employer arising out of their employment and its termination. For more about settlement agreements take a look at our article Settlement agreements: 5 top strategies and tips for employers.

Final thoughts

Handled properly, following the tips contained in this article, a redundancy process need not be so daunting for an employer. Are you facing a redundancy situation with your workforce? Why not talk to our dedicated team of employment lawyers here at iLaw?  We can help guide you through the exercise so that it runs smoothly and does not leave you open to the exposure of litigation from affected employees.

Please call the author of this article, Julian Cox who heads iLaw’s employment team to discuss on 0207 489 2059 or e mail him at julian.cox@ilaw.co.uk.

 

 

The Employee’s guide to settlement agreements – what you need to know

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Introduction

As an employee, being presented with a settlement agreement to consider by your employer can be a daunting experience.

It is inevitable that issues surrounding employment relationships arise in the work place – employers may be discontented with an employee’s work performance or behaviour whilst employees may feel unhappy with the way they are being treated or the work they are being asked to do.

Such problems may be resolved through the use of performance management, informal and formal disciplinary or grievance procedures, workplace mediation or Acas conciliation.

Settlement agreements offer an alternative tool to deal with workplace problems. Most commonly they are used by employers to help end an employment relationship in a mutually acceptable way.

Here are some of the main questions to consider before making a decision whether to sign a settlement agreement or not:

What is a settlement agreement?

Settlement agreements, formerly known as compromise agreements, are documents which set out the terms and conditions agreed by those involved (employer and employee) when they agree to waive their right to bring a claim covered by the agreement – for example, the right to make a claim to an employment tribunal or court.

Each settlement agreement will vary depending on the particular circumstances but usually it will include clauses that deal with:

  •  the particular claims to be settled
  • the financial payments you will receive and how they will be treated for tax
  • confidentiality
  • non-bad mouthing provisions
  • post termination restrictions
  • any agreed reference from your employer

Who can enter into settlement agreements?

Normally it is an employer and employee (or former employee) who are the contracting parties to a settlement agreement.

They can also be agreed between an employer and someone other than an employee (or former employee) who may be able to bring a claim to an employment tribunal – for example an unsuccessful job candidate complaining about discrimination or a worker with a claim for holiday pay.

A settlement agreement cannot be signed by groups of individuals.

What’s the difference between a settlement agreement and a compromise agreement?

The government renamed compromise agreements settlement agreements at the end of July 2013.

Whilst the nature and structure of the agreements themselves remains essentially the same, the new regime introduced an element of pre-termination negotiations – also known as a protected conversation.

Protected conversations are a way of encouraging employers to have full and frank conversations with employees about terminating their contracts. Anything that is said in this discussion is protected as being without prejudice and therefore cannot be used by either party against the other in the context of certain claims such as unfair dismissal.

There are exceptions: such conversations are not considered legally protected in discrimination, whistleblowing or other automatically unfair dismissal claims for example. This means that the negotiations can no longer be treated as being essentially ‘off the record’ if either party behaves improperly during the process. So, in these cases, what was said during the protected conversation could come out into the open.

For example, if an employer suggests to a pregnant woman that she might want to consider leaving their employment in return for a compensation package, such a conversation would not be protected if the employee believes that this offer has only been made because she is pregnant

What should I do first?

When you are invited into a meeting and asked to leave your job in return for signing a settlement agreement, it can be quite a shock. It can be hard to recall exactly what was said later on.

As soon as you can, write down as detailed a note as possible, setting out precisely what happened and what was said during the meeting. These contemporaneous notes can help you give accurate evidence in the event that you were to decide not to sign the settlement agreement in its original form and want to negotiate; or bring a claim against your employer in the event that an agreement cannot be reached.

Why do I need to take independent legal advice on a settlement agreement?

A settlement agreement will only become binding once you have received independent legal advice on its terms and effect from a solicitor or other qualifying adviser.

The adviser ought to provide you with a signed certificate to confirm they have provided this advice which you will need to give to your employer at the same time as you sign and return the agreement.

As well as advising you on the terms and effect of the settlement agreement, the adviser should consider with you whether you have any grounds for a claim against your employer. They should also discuss with you whether you are getting a good all round deal in the circumstances.

Who pays for the advice?

Under the terms of the settlement agreement, your employer usually to contribute an amount up to a certain level (typically between  £350 and 500 + VAT) towards your legal fees for having to obtain independent legal advice regarding the meaning and effect of your settlement agreement.

Ordinarily therefore you will not have to pay anything towards your adviser’s fees, assuming you are happy with the terms of the settlement agreement being offered and do not wish to seek any amendments. The adviser will send their invoice for their professional legal services for payment directly by your employer as provided for in the settlement agreement. Provided that your employer honors their contractual obligation under the settlement agreement and pays the invoice there will be nothing for you to pay.

Where you are dissatisfied with the terms of the settlement agreement being offered and want your adviser to act on your behalf to try to negotiate an increased level of compensation typically you will be responsible for your adviser’s additional fees involved in your adviser carrying out this work on your behalf, unless your employer agrees to pay these. Typically also your adviser will try though to pass on their fees for carrying out such additional work to your employer if at all possible by seeking an increase to the employer’s costs contribution provided for in the settlement agreement.

 How much ought my employer to be offering me?

In deciding how much money you ought to be offered, the following considerations are relevant:

  • what your contract of employment states regarding your financial entitlements such as remuneration, notice period and untaken paid annual leave. These need to be reflected in settlement agreement
  • your length of employment
  •  your statutory redundancy entitlement
  •  any enhanced redundancy pay scheme in place
  •  any entitlement to bonus or commission
  • the length of time it may take to resolve the problem if a settlement is not reached
  • how difficult it would be for your employer to fill the post
  • how long it might take you to find another job
  • the reasons for offering a settlement
  • the possible liabilities and costs involved in dealing with any potential tribunal or court claim you may bring if a mutually agreeable settlement cannot be achieved.

Do I have to pay tax on the money I receive?

This will depend on the precise nature of the payment.

Ordinarily, any contractual payment made to you, such as salary, bonus and paid holiday entitlement will be subject to tax in the normal way. Any redundancy payment (whether statutory or enhanced), or payment genuinely representing compensation for loss of employment, injury to feelings or damages can be paid tax exempt up to a value of £30,000.

Separate specialist tax advice may need to be obtained in relation to this complex, technical area.

How much time should I be given to consider the settlement agreement?

You ought to be given a reasonable time to consider an offer of a settlement agreement. What is reasonable will depend on the circumstances of each case, including what both parties might agree is a reasonable time.

As a general rule, a minimum period of 10 calendar days should be allowed to consider the proposed formal written terms of a settlement agreement and to receive independent advice, unless the parties agree otherwise.

The period of ten calendar days is a specific requirement outlined in the Acas Code of Practice on Settlement Agreements.

 The failure to adhere to this timetable may mean that the settlement discussions can be referred to as evidence in a subsequent unfair dismissal claim before an employment tribunal.

It can be helpful to agree a timetable for discussions which allows parties time to take advice and to consider offers, whilst also avoiding any unnecessary delays.

Do I have to sign the settlement agreement?

 The short answer to this question is no. Entering into a settlement agreement is something that is entirely voluntary – they include terms and conditions that are mutually agreed, and parties do not have to enter into them if they do not wish to do so.

Final agreement is often reached through a process of discussion and negotiation. You do not have to accept the terms initially offered – there may be scope for negotiation during which both sides make offers and counter offers.

Your adviser can also help you negotiate a better deal, which may include an increased financial pay-out.

If you believe you will be facing a period of unemployment, you will want to make sure you are able to meet your household living expenses until you find another job. One of the considerations you need to make is whether the money that’s being offered is enough in the circumstances.

Once both parties have signed the settlement agreement you have a binding contract meaning essentially there is no going back. This is why the legislation insists that you take independent legal advice.

If you do not sign the agreement, then you preserve your full rights to make a claim against your employer. You need to be mindful though there are strict time limits for bringing a tribunal claim if you do decide to do so.

iLaw – for specialist settlement agreement advice

 If your employer has offered you a settlement agreement or you believe they are in the process of making such an offer then we can help. Please do get in touch with us here

 Why us?

At iLaw we provide settlement agreement advice you can trust.

We offer a fast, efficient settlement agreement advice aimed at achieving your objectives.

Our focus is on meeting your particular needs – whether you are satisfied with what you are being offered financially and simply require standard advice regarding the terms and effect of your settlement agreement (formerly known as compromise agreements) you are obliged to take by law; or are looking for additional advice and assistance in order to try to negotiate an exit package with your employer on preferential, financial terms.

Key benefits of our service

Cost guarantee. We only charge the amount your employer is prepared to contribute towards your legal fees for reviewing the settlement agreement and providing advice as to its terms and effect.

  • We are fast and efficient. We appreciate time is of the essence when dealing with settlement agreements. We aim to provide same day appointments wherever possible, subject to availability.
  •  We also endeavor to contact your employer immediately following on from our meeting with any amendments sought to the settlement agreement.
  • We understand what a difficult and stressful time it can be for you faced with being offered a settlement agreement and endeavor to provide reassurance and support every step of the way.
  • We act for clients in London and across the UK. We are conveniently located in the heart of London for clients working in the City and central London. For clients located outside of London we can provide advice via telephone or video conferencing such as Skype.  

Contact us

Call us now on 0845 468 0082 for a FREE initial telephone consultation or e mail your enquiry to Julian Cox, Head of Employment at iLaw on julian.cox@ilaw.co.uk

http://www.ilaw.co.uk/settlement-agreement-specialist-advice/