FAQ: What is the difference between a Contract and a Service Agreement?

We often get asked the difference between these and essentially a service agreement is a type of contract.

A contract of service can be express or implied and oral or in writing between an employer and an employee. An employment contract is a contract of service. Someone working under a contract is entitled to certain statutory rights, such as statutory redundancy and maternity payments and protection against unfair dismissal. Alternatively a contract for services is where the parties are not employer / employee, such as a contract between a company and a self employed consultant.

For a contract of employment to arise there must at least exist the elements of personal service / mutuality of obligations / control (For a full breakdown of these factors please see here)

Typically, a contract is the legal document outlining the services provided, duration, cost, resources etc for an individual’s employment. A contract can be drafted for any level of employee, including juniors as well as directors; however where senior directors are concerned it is becoming increasingly popular to put them on a service agreement.

A service agreement can focus more on the performance metrics and service quality agreed to by both parties, and in that respect is often much more onerous than a general contract. Over the last few years directors service agreements have received a lot of attention on the basis that litigation between company’s and exiting directors tend to depend on the drafting of them.

A fundamental principle of English law is that parties to a contract are free to agree whatever terms they decide between them are appropriate. However, where directors’ service agreements are concerned, there is a growing body of regulation for both private and listed companies which imposes a framework within which a director’s terms need to be agreed.

Similarly to a contract, a directors’ service agreement will usually address most of the main terms of the director’s employment but will often need to be read alongside the company’s staff handbook (which should contain all company policies and procedures). Any pension plan, executive incentive plan rules, life insurance and other benefits documentation will be included.

A service agreement will usually refer to the duties owed by the director to the company. The common law imposes fiduciary duties and a duty of care and skill on all directors. The Companies Act 2006 also now imposes statutory duties on directors as well. Directors of listed companies are also subject to further restrictions with regard to dealing in the company’s securities and rules with regard to disclosure of transactions in the company’s shares.

Directors’ service agreements often extend further rights than contracts as they deal with executive share option schemes and annual bonus schemes. All these rights must be dealt with on termination of the agreement. There are two approaches to termination of such an agreement; it will either provide that on termination all the directors rights automatically lapse, or will provide different exit strategies for a ‘good leaver’ or ‘bad leaver’ (which would be defined but will usually be by reason of gross misconduct).

If you are unsure whether your employees should be on contracts or service agreements do not hesitate to contact Levi Solicitors Employment Department as we can advise you and assist with drafting.

Alternatively we can assist you if you have been offered a contract or service agreement and would like advice on the terms and obligations within it.

Author: Crystal Bolton,  Levi Solicitors LLP

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Compromise Agreements

Five Things You Need to Know About…..Compromise Agreements

This week’s article concentrates on compromise agreements – as they are currently called. There are currently proposals from the government to introduce simplified versions called settlements agreements. A compromise agreement can be described in a nutshell very simply – in exchange for a sum of money the person signing the agreement waives the right to pursue their employer for the employment claims listed in the agreement. 
Compromise agreements are fairly common agreements these days and I am receiving more and more enquiries regarding them. Therefore detailed below are the key five things I believe you should know about compromise agreements:

1. Under a compromise agreement you are agreeing to waive the right to pursue your employer for all employment claims detailed in the document – this will usually be drafted by your employer’s solicitors to ensure that every possible legal right (in employment law) is included and waived by the signee. It is therefore crucial that you explain all the circumstances to your solicitor so he can evaluate whether it is worthwhile signing the agreement – or advise you not to sign the agreement if you have a claim that could be worth more money to you, if you pursued the claim rather than signing it away.

2. It is common place for your employer to pay a contribution towards your legal fees – the industry standard here is in the region of £250 + VAT. But one thing you should know – and this is rarely passed on by employers – if you do not sign the agreement following the advice from your solicitor – the company will not then have to pay (they only pay if the agreement is signed) and you will be responsible personally for the solicitors fees.

3. In order for a compromise agreement to be legally binding you must receive independent legal advice on the terms and effect of the agreement. It is usual for the solicitor to have to sign the document to show they have advised on the agreement.

4. If the agreement includes reference to a ‘ex-gratia payment’ (a payment the employer is not legally bound to make) or ‘compensation for loss of office’ (CFLO) then you can potentially have any sums, up to £30,000, paid to you without deduction of tax and National insurance.

5. Where employers are making a payment which is potentially tax free (as described in point 4 above) it is usual for a tax indemnity to be given in the agreement. This is effectively a clause which states that if any tax is payable on the ex gratia/CFLO payment then the employee is responsible for this. As long as the ex gratia/CFLO is a genuine payment it will not be taxable. However it is common for some companies to include contractual notice pay in the ex gratia/CFLO payment – in an attempt to avoid the employee paying tax on this sum to HMRC – and if this is the case then there is a realistic chance that if the HMRC investigate the circumstances of the agreement then tax will be payable by the employee.

If you have been offered a compromise agreement and require independent legal advice or are an employer and require a compromise agreement drafting for a specific employee then do not hesitate to get in touch with our Employment Team who will be able to fully advise you.

Author: Ian Abel, Head of Employment Law, Levi Solicitors LLP

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The Living Wage

Accountancy firm KPMG this week announced research that shows one in five workers in the UK are paid less than the ‘Living Wage’; this equates to some 4.82 million people.

In the current climate, low paid workers appear to be experiencing the hardest impact; over four in ten workers state that their finances are worse now than they were just one month ago.

The ‘Living Wage’ enables workers to afford a basic standard of living and is currently set at £8.30 an hour in London and £7.20 outside. This rate is voluntary, unlike the National Minimum Wage (the minimum amount that employers must pay by law), which is set at £6.19 an hour for workers aged 21 and over.

In 2001 the Living Wage Foundation was set up by two parents who wanted to remain in work but found that despite working two minimum wage jobs they were struggling to make ends meet and had no time for their community / family.  The Foundation aims to provide advice, support and accreditation to Living Wage employers.

Over 10,000 employees have been positively impacted by the Living Wage campaign since 2001 and over £96 million has been redistributed to some of the lowest paid workers in the UK.

The KPMG research has been published just ahead of Living Wage Week (4-10 November) when the new London and UK rates will be announced.

Regional analysis

The research finds that Yorkshire and Humberside has 440,000 people earning below the Living Wage (22%). This is joint third (with East Midland, North West and West Midlands) behind Northern Ireland who has the highest percentage of people earning under Living Wage at 24% and Wales who has the second highest percentage of 23%. The lowest proportion is in London and the South East at just 16% of workers receiving less than the living wage.

By proportion By number
Northern Ireland - London – 570,000
Wales – 23% North West – 570,000
East Midlands – 22% South East – 530,000
Yorkshire & Humberside – 22% West Midlands – 460,000
North West – 22% Yorkshire & Humberside – 440,000
West Midlands – 22% Eastern England – 440,000

Industry analysis

As you can see in the table below when the sectors of employers were considered, some 90% of bar staff and 85% of waiters and waitresses fail to earn as much as the living wage. However the report suggests that the group with the highest number of workers being paid below the living wage (780,000) is sales and retails assistants.

 By proportion*  By number
 Bar staff – 90% Sales and retail assistants – 780,000
 Waiters/waitresses – 85% Cleaners, domestics – 440,000
 Kitchen and catering assistants – 75% Kitchen and catering assistants – 340,000
 Launderers and dry cleaners – 75% Care assistants and home carers – 290,000
 Cleaners, domestics – 70% Goods handling and storage – 170,000
 Florists, floral arrangers – 70% Bar staff – 160,000

*occupational estimates rounded to nearest 5%

Whilst many employers would like to reward their employees as reasonably as possible, some critics have suggested that in the current economic climate it is just not a logical or possible solution when they cannot afford to pay minimum wage as it is.

Impact

 

The Living Wage Foundation’s website states several statistics that make for interesting reading…

 

  • 80% of employers believe that the Living wage had enhanced the quality of the work of their staff

 

  • 75% of employees reported increased in work quality as a result of receiving the Living Wage

 

  • 66% of employers reported a significant impact on recruitment and retention within their organisation

 

  • 25% fall in absenteeism following the introduction of the Living wage into contracted-out services

 

We will of course keep you updated of the new Living Wage rates next week. If you would like to discuss anything from the article please do not hesitate to contact our Employment Team at Leeds. If you are an employer considering implementing the Living Wage, then contact us.

For further information on the Living Wage go to http://www.livingwage.org.uk/home

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The NHS Cuts – There Must Be Another Way……

I read with interest over the weekend a story that was published in the Yorkshire Post. The story claims that in Yorkshire last year alone, £42m of taxpayers’ money was spent on exit deals from the NHS. A sign of the times and the recession, that Health chiefs are forced to axe hundreds of jobs, you might argue.

As with everyone in times of recession, belts need to be tightened and the NHS is no different. However one does have to question the logic behind the NHS job cuts – “let’s save the taxpayer money by making redundancies at the NHS but then negate the savings made by making a large and unnecessary pay off to those staff”.

Figures show that the biggest job losses in 2011-2012 were at the Northern Lincolnshire & Goole Trust which shed 174 staff at a cost of £7.4m. The Airedale NHS Trust saw 102 staff depart in exit deals which cost 3.9m while Rotherham’s bill totalled 3.4m as it axed 107 staff. Accordingly this means that 383 jobs were lost at a cost to the taxpayer of £14.7m, equating to an average pay off of £38,381.20 to each member of staff.

Now whilst I would never wish to deprive an employee of what they are entitled to, it does beg the question is this a good use of taxpayers’ money? Or would the NHS (and the taxpayer) be better off if those sums were spent on frontline services rather than paid to staff leaving? Now there is some argument that by getting staff to waive their legal rights under a compromise agreement, the NHS achieves certainty that no staff can bring a claim against them. However as an employment solicitor I would argue that if the NHS undertook a proper and fair redundancy process with these staff, they would not have a claim in any event. The cost of properly advising the NHS to undertake a redundancy process would not even come close to £42m!

I have acted for a number of staff under previous NHS MARS (Mutually Agreed Resignation Scheme) and I have always been surprised at the level of payouts staff receive. Even in the situations where normally the staff would not even be entitled to any payment bar their notice payment (i.e. if the staff have under 2 years continuous service) they still receive very generous payouts under the terms of the scheme.

I would argue that this is just another example of the public sector receiving far greater employment benefits than those employed in the private sector. However I do wonder how much longer the taxpayer will be prepared to do this whilst complaining that they don’t receive the necessary level of treatment. Why not simply give the NHS employees the level of payment they are legally entitled to (their statutory redundancy payment) and leave the balance for the original reason the taxpayer paid it – to go towards providing front line NHS services? To any NHS executives reading this…..there is another way…..

Author: Ian Abel

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Grandparents: Your Rights Explained

One of the many casualties of divorce and separation are not only the parents and children, but the grandparents.  At such an emotionally tough time, people tend to lose their senses, including the grandparents.  Blood is usually thicker than water and just because their son or daughter is grown up and able to look after themselves, it doesn’t stop their parents wanting to protect them.  I advise grandparents who have sought my advice because they are being prevented from seeing their grandchildren or they are frightened that this might happen in the future on a regular basis.  The amount of involvement that grandparents have with their grandchildren tends to vary from family to family.  Some see their grandchildren very regularly and even take them on holiday, others see them a few times a year.  In some families the relationship between the in laws are good and there is a general consensus that the grandparents should be heavily involved with the children, but in others it is poor and one (or both) of the parents may prefer for there to be a more limited relationship.  When parents have separated the grandparents are often forgotten as there is so much happening and so many changes taking place.  It is always hoped that when a marriage or relationship has broken down and parents have gone their separate ways that the grandparents will still be able to enjoy seeing their grandchildren regularly.  But it would be naive for anyone to think that there are not going to be some changes.  So what are the options for grandparents when it comes to seeing their grandchildren?

1.       Reaching an agreement directly with the parents – This is by far the most desirable option.  If an agreement can be reached in this way the grandparents in question are far more likely to be able to have a more civil relationship with the parents.  This will make it easier for contact to be arranged in the future and for contact to take place on a regular basis.  It is less stressful for everyone involved.

 

2.       Consulting a solicitor – This should only be done after attempts have been made to arrange contact with the parents first.  If an agreement cannot be reached, a family law solicitor will be able to provide appropriate advice about your options.  The starting point is likely to be a solicitors letter being sent to the parents setting out your proposals for contact.

 

3.       Family mediation and collaborative law – Both of these processes should be considered in order to try and resolve and issues between the parents and grandparents.  Mediation is a voluntary process where a mediator, who is impartial, meets with the parents and grandparents separately at first in order to see whether the case is suitable for mediation.  If it is and everyone is willing to attend mediation the first joint session will be arranged.  The role of the mediator is to help the parties to reach an agreement that is okay for everyone, in particular the children.  Collaborative law is where collaborative lawyers are instructed and everyone agrees to try and reach an agreement without the need for court proceedings.  Any issues are discussed at meeting with the grandparents, parents and their collaborative lawyers present.  The advantage of both of these methods is that they are constructive and there is more chance of an agreement being reached.  Family mediation is often also a cheaper option.

 

4.       Making an application to court – This should always be a last resort.  Grandparents have to apply for permission of the court in order to make an application for a contact order.  In deciding whether to grant permission the court consider the type of application being made, the grandparents’ connection to the child and any risk of disruption the application may have to the child’s life to the extent that they would be harmed as a result.  The court process can be lengthy and the court may have to ultimately decide whether contact should take place.

 

It is always sad when the relationship between grandparents and their grandchildren is damaged due to separation or divorce.  Here are my tips for grandparents who find themselves in that situation:

1.       Don’t take sides.  Try and speak with the parents at an early stage and explain that you want to continue to see your grandchildren regularly.

2.       Remember that the children will now be dividing their time between two households.  Therefore it is important to be realistic about how much time the children are going to be able to spend with you.

3.       Don’t use a court application as revenge against your son or daughter in law.  It will not pay off in the long run.  It is always better to resolve matters amicably.

If you are a grandparent or other relative and you are having difficulties arranging contact with your grandchildren please contact me at our Leeds office on 0113 297 3164 or at hbates@levisolicitors.co.uk

 

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Practical Steps to Avoid Commercial Disputes

To help avoid long and timely commercial disputes we have put together some simple steps for you to take.

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When Directors Fall Out

The Court of Appeal Civil Division on 15 March 2012 decided that the Managing Director had exceeded his authority in taking action against the Company Chairman by suspending him and excluding him from the premises.  For further information about this commercial dispute click here.

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Why it’s important to ‘know your solicitor’

Levi Solicitors in Leeds explain why its important to know your solicitor and what to do if things go wrong.

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Profit from your intellectual property

In an attempt to boost and reward technical innovation in UK businesses, the Chancellor has proposed the introduction of a ‘Patent Box.’  Read the full article here.

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On Your Terms

Corporate Partner Renato Peral from Levi Solicitors outlines the importance of correctly drafted terms and conditions for businesses. Read more about business terms and conditions.

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