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More Than a Policy: Supporting Employees Through IVF

For many people, IVF is one of the most physically demanding and emotionally complex experiences they will ever go through. Yet for many, it remains a journey that is largely invisible to those around them, including their employer.

Appointments can be arranged at short notice. Treatment can have significant physical side effects. The emotional impact of uncertainty, hope and disappointment can be difficult to carry alongside the demands of a working day. Deciding whether to tell colleagues or managers about treatment can bring an additional layer of anxiety.

As more people undergo fertility treatment, employers have an increasingly important role to play in creating workplaces where employees feel supported rather than isolated.

To mark World IVF Day, Employment Partner Dipti Shah sat down with colleagues Ben Rosen and Hayley Lawrence for an open and honest conversation about their experiences of IVF and the practical ways employers can better support people undergoing treatment.

The challenges employees face

Throughout the discussion, Ben and Hayley speak candidly about the realities of IVF. While every journey is different, they reflect on many of the challenges shared by people undergoing fertility treatment, including:

• Managing frequent and often unpredictable medical appointments.
• Coping with the physical side effects of medication and treatment.
• The emotional impact of uncertainty, setbacks and loss.
• Deciding whether to disclose treatment to an employer or colleagues.
• Balancing professional responsibilities with an intensely personal experience.

These are challenges that are often hidden from view, making understanding and empathy in the workplace all the more important.

What can employers do?

From an employment law perspective, Dipti explores the practical steps organisations can take to better support employees during fertility treatment.

While there is no single approach that works for every individual, creating an environment where people feel comfortable having conversations about fertility can make a significant difference.

The discussion considers:

• Creating a workplace culture where employees feel able to speak openly if they choose to.
• Training managers to respond with empathy and understanding.
• Offering flexibility around appointments where possible.
• Considering fertility policies and wider wellbeing initiatives.
• Recognising that support is not only about legal compliance, but about building a compassionate workplace culture.

Why these conversations matter

Many people undergoing IVF continue working throughout treatment without those around them ever knowing what they are experiencing.

By increasing awareness and encouraging open conversations, employers can help reduce stigma and ensure employees feel supported during one of the most challenging periods of their lives.

We are incredibly grateful to Ben and Hayley for sharing their personal experiences so openly. Their honesty helps shine a light on an experience that affects countless individuals and families, but is still rarely discussed in the workplace.

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Quastels Advises £80m-turnover Rev Corp Ltd on sale of business and assets to Winvia Entertainment

Quastels has advised Rev Corp Ltd (“Rev Comps“) on the sale of its business and assets to Winvia Entertainment (“Winvia“), a technology-led entertainment group.

Rev comps is a digitally-driven UK prize competition platform which has build a strong reputation in its market, underpinned by a highly engaged customer base and consistent commercial performance. The transaction represents a significant milestone for the business, enabling it to benefit from Winvia’s proprietary technology and broader growth platform.

Under the agreement, Winvia will pay £11.8m in cash in three instalments. Following completion, key members of the Rev Comps team are expected to remain involved in the business, supporting continuity and future development as part of the Winvia group.

Quastels advised Rev Corp Ltd on all legal aspects of the transaction. The team was led by Ben Gale (Partner, Corporate), and supported by Charlotte Vallins (Partner, Commercial Real Estate), Ann-Maree Blake (Legal Director, Commercial), Jamie Crocker (Solicitor, Corporate), Ramona Bakshi (Solicitor, Employment), Patrick Higgins (Solicitor, Employment) and Imogen Burrows (Trainee, Corporate).

Gerald Edelman acted as corporate finance advisers to Rev Corp Ltd.

Comment

“We are delighted to have supported Rev Corp Ltd on the agreed sale of its business and assets to Winvia.  Rev Comps has built a strong platform with an engaged customer base and a compelling position in a fast-evolving sector. The transaction reflects the quality of the business and provides a clear pathway for its next stage of development.  It was a pleasure working alongside the Rev Comps team and Gerald Edelman to successfully agree the transaction and we look forward to working with the parties through to a successful completion.”

– Ben Gale, Corporate

Client Testimonial

“Quastels – an incredibly efficient and personable law firm with a team that’s second to none.

I clicked with Ben and the team from our very first introductory call. This wasn’t your tyrpical lawyers’ meeting filled with cryptic lawyer jargon, it was approachable, clear and refreshingly straightforward. Ben and the team were relatable and easy to talk to. We discussed the deal in detail, but what really stood out was the ability to have light-hearted conversations alongside the more serious aspects – that’s what really set Quastels apart for me.

The beauty of this whole experience was Quastels’ ability to cater to our needs. I hate back-to-back phone calls and endless meetings. Ben realised this early, and we quickly established a straightforward and modern way of working. The flexibility and responsiveness set Quastels apart form my previous experiences with lawyers.

We were able to exchange on the deal in record time, and I firmly believe this was not only due to the fantastic team at Quastels, but also the speed and efficiency of communication.

Both sides needed to get the deal over the line quickly for various reasons, and when it came to meeting that deadline, the team went above and beyond, working all hours to get it done. I was receiving updates from Ben at 3.30am on Sunday morning, the evening of exchange, a clear reflection of his commitment and work ethic.

Ben is someone you can rely on to knuckle down and make it count when everything is on the line. Quick replies to any questions and an attitude to work that is rare in the current world, Ben and the team really did look after us exceptionally well and we’ve had some laughs along the way too.

I wouldn’t hesitate to use Quastels again. They have been superb from start to finish and will be my go-to firm for any future legal work.

Thank you for helping make this deal happen, for protecting our position throughout and for the fantastic service, advice and professionalism (with some light-hearted banter mixed in with it) from start to finish. I can’t say enough good things about you all.”

– Robert Savage

To find out more about how we can assist on deals in the Prize Competition sector, see this recent article by Ben Gale, Corporate Partner: From Prize Draw to Prize Deal: Selling an Online Prize Competition Business.

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The Fair Work Agency Explained: Guidance for Employers

A significant employment law change came into force in April 2026 with the introduction of the Fair Work Agency (FWA). While it has attracted less attention than some headline reforms under the Employment Rights Act 2025, the FWA represents a fundamental shift towards proactive, ‘state led’ enforcement of employment rights, with important implications for employers across all sectors.

What is the Fair Work Agency?

Operational from 07 April 2026, the Fair Work Agency is the UK’s new single enforcement body consolidating several existing regulators under one central authority.

It consolidates enforcement functions previously carries out by:

• HMRC (National Minimum and Living Wage enforcement)
• The Employment Agency Standards Insepctorate
• The Gangmasters and Labour Abuse Authority

The FWA enforces compliance across key areas including minimum wage, statutory sick pay, holiday pay, employment pay, employment agency standards, gangmaster licensing, labour exploitation, and the non-payment of Employment Tribunal awards and COT3 settlements.

What powers does the Fair Work Agency have?

The government has moved towards a more centralised, proactive enforcement model. The FWA has powers to investigate, intervene and penalise employers directly, including the ability to:

• Launch investigations on its own initiative
• Inspect payroll and HR records
• Enter business premises
• Speak directly to workers and managers
• Take enforcement action in the public interest

It may also provide legal assistance to workers and bring Employment Tribunal proceedings in its own name to recover unpaid wages or holiday pay where workers have not pursued claims themselves.

Why is this important to employers?

The most significant change is not the creation of new employment rights, but how existing rights are now enforced.

• Proactive enforcement: The FWA does not need to wait for an employee complaint or Tribunal claim before taking action.
• Evidence-based compliance: Employers must be able to clearly evidence payroll accuracy, holiday pay calculations (particularly for variable-hours workers) and pay decisions. Poor record-keeping significantly increases enforcement risk.
• No intent required: Enforcement is based solely on whether a breach occurred. Genuine mistakes or technical errors can still result in penalties if compliance cannot be demonstrated.
• Significant financial and operational exposure: Penalties can be up to 200% of the underpayment per employee, capped at £20,000. This means that even relatively minor or historic errors can quickly escalate into substantial liabilities, alongside disruption to the business and reputational damage.

Practical steps for employers

Employers should now treat compliance readiness as an operational priority:

• Audit payroll and holiday pay calculations, particularly for variable or irregular hours staff, overtime and deductions.
• Strengthen record-keeping, ensuring pay, hours worked, holiday entitlement and holiday pay records are accurate, accessible and retained for the required period.
• Align HR and payroll processes to avoid gaps or inconsistencies in data and decision-making.
• Train managers to formally document decisions relating to pay, hours and working arrangements, rather than relying on informal practices.

What are we still waiting to find out?

Although the Fair Work Agency is now operational, some aspects of its role will evolve over time. Employers should watch for:

• Phased enforcement and transitional arrangements during 2026 as responsibilities fully transfer.
• Further guidance on enforcement priorities is expected, including sector focus and investigation triggers.
• Potential expansion of remit, as the Employment Rights Act 2025 allows the FWA’s enforcement scope to be widened in the future.

Further detail is expected through government guidance and secondary legislation during 2026, and employers should monitor developments closely.

To discuss the Fair Work Agency, please contact our Employment team.

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