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Quastels Recognised in The Legal 500 UK 2025 Rankings
We are delighted to announce that Quastels has been recognised in this year’s The Legal 500 UK 2025 rankings across two categories:
- ‘Leading Firm’ in Commercial Property: Corporate Occupiers
- ‘Firm to Watch’ in Industry Focus: Retail & Consumer
About The Legal 500
The Legal 500 is one of the most prestigious legal directories, assessing and ranking law firms and lawyers based on independent research, client feedback, and industry expertise. Recognition in The Legal 500 is a testament to a firm’s high-quality legal services and strong client relationships.
At Quastels, we take great pride in our reputation for excellence and client satisfaction, and we are honoured to be acknowledged in this year’s rankings.
Key Rankings
Commercial Property: Corporate Occupiers
For the fourth consecutive year, our Commercial Property team has been ranked in the Commercial Property: Corporate Occupiers category. Additionally, we are proud to have earned a ‘Client Satisfaction’ badge, reflecting our dedication to exceptional service and expertise in this field.
The ranking highlights our extensive legal expertise, particularly in:
- Portfolio management
- Development transactions
- Pre-lets
- Joint ventures
Our practice spans the retail, leisure, and office sectors, delivering tailored advice to businesses navigating commercial property matters.
Recognised Legal Professionals
The Legal 500 ranking specifically commends our team leaders and key individuals for their contributions:
- Mark Cornelius (Partner and Co-head) – Recognised for his expertise in headquarters relocations, acquisitions, and disposals.
- Naomi Jones (Partner and Co-head) – Praised for her work in commercial real estate and conditional sale and purchase agreements.
- Aisha Anjum (Senior Associate) – Noted for her real estate finance work, regularly assisting property funds and institutional investors.
- Stephanie Houston (Senior Associate) – Recognised for her focus on the construction aspects of property-related joint ventures.
Client Testimonials
“They know their market and have solid experience. Approachable and ensures the task and advice is thorough and completed in appropriate timescale.”
“Naomi Jones – detailed, efficient, responsive, approachable and commercially minded. Highly recommended.”
“Mark Cornelius has a deep knowledge and understanding of commercial property. He is very personable and always provides legal advice which is clear, commercial and pragmatic, enabling us to close transactions without compromising on risk.”
“We have always experienced professionalism, reliability and commercial awareness with Quastels. The team provides invaluable guidance, backed by a wealth of expertise and experience. Quastels are our go-to for all legal matters, providing outstanding service every time.”
“Naomi Jones is fantastic and always gets the work done. She is available whenever we need her. She always delivers results. Her team is also fantastic.”
“Aisha Anjum is an absolute pleasure to work with – her knowledge is always relevant and concise. She works quickly and transparently, with any delays being communicated well in advance. She helped me navigate a particularly difficult lease reassignment in 2023 that tested everyone’s patience, but not Aisha’s! Absolutely unflappable, and extremely competent. Delighted to work with her and I look forward to our next transaction.”
Industry Focus: Retail & Consumer – ‘Firm to Watch’
This year, we are pleased to expand our presence in The Legal 500 rankings, being named a ‘Firm to Watch’ in the Retail & Consumer industry focus category.
Our Brands & Luxury sector offering received special recognition for its cross-disciplinary approach, providing legal expertise across Employment, Corporate & Commercial, and Real Estate.
The Legal 500 highlighted the contributions of:
A Commitment to Excellence
We are incredibly proud to be recognised in both Commercial Property: Corporate Occupiers and Retail & Consumer, reaffirming our standing as a trusted legal partner.
A heartfelt thank you to our clients, colleagues, and The Legal 500 for their continued support and kind words. This recognition motivates us to continue delivering exceptional service across all our practice areas.If you require legal assistance, please contact us – we would be delighted to help.
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Allocation of Tips Act 2023
How Will The New Employment (Allocation of Tips) Act 2023 Affect The Hospitality and Leisure Industries?
The landscape of tipping and service charges in the UK is set to undergo a significant transformation with the introduction of the Employment (Allocation of Tips) Act 2023 later this year.
This legislation aims to eliminate uncertainties surrounding the allocation of service charges and other tips, ensuring that employees receive their due share.
In this article, we delve into the current system and the forthcoming changes that businesses in the leisure and hospitality sectors should be aware of.
Current System: How Does It Work?
At present, “tipping” typically encompasses both tips (whether in cash or card) and service charges, which can be discretionary or mandatory. When customers give cash tips directly to staff, these tips essentially become the property of the employee. While their employment contract may stipulate otherwise, it is generally up to the individual to decide whether to share these tips with colleagues.
On the other hand, when tips and service charges are collected by the employer—whether through a tip jar on the counter or a 12.5% service charge added to the bill—the distribution methods can vary. These range from the employer determining the allocation of tips and service charges to the staff members themselves agreeing on the day’s distribution of cash tips.
Additionally, many businesses put in place a “tronc” system, being a mechanism which allows tips and service charges to be pooled and distributed among staff by a designated “Troncmaster” without direction from the employer. It is worth noting that the chosen method of collection and distribution carries tax and national insurance implications, which will not be covered in this article.
Currently, there are no restrictions on businesses deducting amounts from the collected tips and service charges before distributing them to staff. While there may be valid reasons for such deductions—such as the operational costs of administering a tronc scheme—media attention has increasingly focused on employers making significant deductions from service charges, particularly as around 80% of UK tipping now occurs via card payments.
Five key changes Under the Employment (Allocation of Tips) Act 2023 are as follows:
1. Prohibition of Deductions
Under the new legislation, businesses will no longer be permitted to make deductions from the tips and service charges collected. Every penny collected must be distributed to the staff, with deductions only permissible for tax or as otherwise authorised by law.
2. Obligation to Allocate Tips Fairly
Businesses will be obligated to allocate tips and service charges “fairly” among workers. Although the legislation does not specify what constitutes fair allocation, this is expected to be clarified in due course. Employers will be required to have a written policy outlining the fair, transparent, and consistent distribution of tips.
3. Time Limit for Payment
Tips and service charges must be paid to eligible workers no later than the end of the month following the month in which the tip or service charge was received from th
4. Record-Keeping Requirements
Employers must maintain records of the allocation and distribution of tips for a minimum of three years from the date they are received.
5. Right to Claim in Employment Tribunal
Employees will have a separate right to bring a claim in an employment tribunal if there is a breach of these requirements. The tribunal may, among other remedies, order compensation of up to £5,000 to an affected employee to compensate for any losses suffered.
Final comments
The implications of these changes are significant, particularly for employers in the leisure and hospitality sectors. With businesses already facing financial challenges, the additional administrative burden of distributing tips and service charges could strain resources. One alternative may be to pass these costs back onto customers, but this is unlikely to be popular in the current economic climate.
In light of the forthcoming legislation, it is prudent for businesses to start implementing the necessary policies, structures, and procedures now. By doing so, businesses can be better prepared to comply with the new requirements and ensure compliance from the outset.
To discuss any of the points raised in this article, please contact Adam Convisser or fill in the form below.
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Managing Redundancies: What Employers Need to Know
In recent weeks, several prominent organisations have announced mass redundancies, underscoring the ongoing economic challenges faced by businesses. Dyson, the renowned technology company, recently revealed plans for up to 1,000 job cuts, citing shifts in market dynamics, and evolving business strategies. Similarly, Manchester United, one of the world’s most valuable football clubs, has made headlines with its own round of redundancies, reflecting broader financial pressures within the sports industry.
As these developments highlight the increasing prevalence of workforce reductions, it is crucial for employers to understand their legal obligations when it comes to handling redundancies. Failure to adhere to these requirements can result in significant financial, reputational and operational risks.
What Are Redundancies?
Essentially, redundancy occurs when an employer needs to reduce its workforce because a specific job role or a number of jobs are no longer required. Under the Employment Rights Act 1996, redundancy can arise in three types of situations, (1) business closure, (2) workplace closure, and (3) a diminished requirement of the business for employees to do work of a particular kind.
There are many different factors for which a business might need to consider making redundancies, for example, economic downturns, technological advancements or organisational restructuring.
It is also important to distinguish redundancy from other forms of dismissal. Unlike dismissals based on an employee’s performance or conduct, redundancy specifically relates to the role being redundant, not the individual. For instance, if a company introduces automation that replaces a particular job function, the role, not the person, becomes redundant. That said, performance or conduct could form part of the process for selecting which employees will be made redundant (more on this below).
What Must Employers Do?
Employers must follow several key principles to ensure that the redundancy process is legally compliant and fair. Failure to do so can lead to claims of unfair dismissal and other legal challenges.
Here are 5 key principles:
1. Genuine Redundancy Situation
Employers must demonstrate that the redundancy is legitimate, meaning that there is genuinely a reduced requirement for that role and there is a valid business reason for the decision. Common reasons include business closures, relocations, or a reduced need for specific roles.
An employer should have sufficient evidence to support the business reasons for proposing redundancies.
2. Meaningful Conversation
Consultation with employees is fundamental when assessing the fairness of any dismissal for redundancy. Therefore, failing to warn and consult with affected employees before dismissing them is very likely to be unfair.
Employers are required to engage in a meaningful consultation process with affected employees and where there are fewer than 20 redundancies, this should be conducted on an individual basis only. For 20 or more redundancies, see comments below. To ensure a proper consultation, it is important that employees are notified that they are at risk and informed of any redundancy proposals. This involves sharing relevant information, such as the reasons for redundancies, the number of employees affected, and the selection criteria. The consultation should allow employees to discuss the proposals and suggest alternatives.
There is no minimum period of time for a consultation to be meaningful or effective where less than 20 employees are concerned. The length of each consultation period should be determined on its own merits, ensuring it is sufficient to be considered meaningful and effective.
3. Fair Selection Process
The selection process for redundancy must be fair and transparent. Employers must identify the pool from which employees will be selected (if any), especially where employees perform the same or similar roles. Fair selection involves the fair application of objective and non-discriminatory selection criteria such as skills, qualifications, and length of service. Any bias or unfair treatment can result in legal claims.
4. Exploring Alternatives
Employers should consider suitable alternative employment to ensure that a fair and reasonable redundancy process has been followed. This may include offering alternative employment within the organisation, reducing working hours, or considering voluntary redundancies.
If, at the time of dismissal, an employer has failed to give consideration to whether suitable alternative employment existed in the business, it is likely an employee will argue their dismissal was unfair.
5. Statutory Redundancy Payment
Employees with two or more years of continuous service are entitled to statutory redundancy pay if they have been made redundant. The amount is calculated using a formula based on the employee’s age, length of service, and weekly earnings.
When Does Collective Consultation Apply?
If an employer proposes to make 20 or more employees redundant within a 90-day period, collective consultation rules apply. This is particularly relevant in cases like Manchester United, where the club’s new ownership plans to reduce staffing levels by 250 employees.
In such cases, employers must:
- Inform and consult with appropriate employee representatives of the affected employees as well as on an individual basis. An employer must first identify the affected employees and then consult with their employee representatives, such as trade unions or elected representatives. If there are no such representatives then an election process should be undertaken to nominate these representatives.
- Consult over a minimum period. The consultation must begin at least 30 days before the first dismissal takes effect if 20 to 99 employees are affected, or at least 45 days in advance if 100 or more employees are affected. An employment tribunal may award up to 90 days’ pay for each employee where an employer has breached its duty to inform and consult properly on a collective basis.
- Notify the Secretary of State on Form HR1. This is required where an employer is proposing to make more than 20 dismissals by reason of redundancy at one establishment within a 90-day period. The notification periods vary depending on whether the employer is proposing to make 100 or more dismissals or fewer than 100. Failure to provide the notification to the Secretary of State is a criminal offence and can result in significant penalties.
Conclusion
The recent redundancies at major organisations like Dyson and Manchester United are a stark reminder of the economic pressures businesses face today. For employers, it is crucial to understand the requirements of conducting a fair and transparent redundancy process and be prepared with the relevant information to ensure a meaningful process.
By understanding the key principles of redundancy and the requirements for collective consultation, businesses can manage these difficult decisions in a way that minimises disruption and upholds their legal responsibilities.
To discuss any of the points raised in this article, please contact Ramona Bakshi or fill in the form below.