Tees advises Price Bailey on acquisition of Oliver Clive & Co

Tees is pleased to have advised Price Bailey LLP (Price Bailey) on its acquisition of Oliver Clive & Co Limited (Oliver Clive & Co).

Established in 1938, Price Bailey is an award-winning accountancy and business advisory firm, providing expert financial, tax, and strategic support to individuals and companies across a range of industries. Tees has a longstanding professional relationship with Price Bailey and its management team.

Founded by Steven Davidson and operating from its London office, Oliver Clive & Co demonstrates expertise across various industry sectors and boasts a distinctive client network. Steven Davidson will join the Price Bailey partnership as part of the transaction.

Martin Clapson, Managing Partner at Price Bailey, commented:

“I am thrilled to welcome Oliver Clive & Co to the Price Bailey team. As we continue to expand and strengthen our presence and expertise, the valuable experience and client relationships, cultivated by Oliver Clive & Co, will be invaluable. Together, I have no doubt, we share a bright future.”

Lucy Folley (Partner), with assistance from Charlie Neal (Solicitor), negotiated the terms of the purchase agreement and guided Price Bailey’s management team through the legal aspects of the transaction. Anjalie Bala (Associate) advised Price Bailey on the commercial property aspects.

Lucy Folley, Partner and Head of Corporate & Commercial at Tees, said:

“Having worked with the team at Price Bailey for many years, we are delighted to have been able to support them with this strategic acquisition. Partnering with Oliver Clive & Co represents a further step forward in Price Bailey’s growth plans following its acquisition of Peterborough-based Stephenson Smart in late-2023 and undoubtedly strengthens Price Bailey’s service offerings to its clients. We wish the Price Bailey team the very best in this next chapter.”

Lets talk directors duties: What SME directors should not ignore

Becoming an SME (Small and Medium-sized Enterprise) in today’s world can be incredibly exciting! The idea of starting a business and watching it blossom into something successful, knowing you’ve curated the business you want is fulfilling. But with success comes great responsibility.
Why Directors duties matter

One of the most important yet often overlooked responsibilities when operating as a UK limited company, is understanding directors’ duties. While the term might sound like a corporate “buzzword”, it is far from it. Running a small or medium-sized enterprise at times can be overwhelming particularly having to wear so many different hats -which is generally the life of an SME business owner, and so understanding your directors’ duties is crucial to running a healthy and sustainable business.

Whether you’re an individual business owner or a team of directors, once you step into the role of directorship you owe legal and fiduciary duties to your company which are set out in law under the Companies Act 2006.

The 7 general (formally referred to as statutory duties) duties of a director
  1. Duty to act within powers: a director must act in accordance with its company’s constitution and governance documents and only exercise powers for the purposes for which they are conferred.
  2. Duty to promote the success of the company: a director must act in a way they consider, in good faith, would be most likely to promote the success of the company for the benefit of its members as a whole, but they are also obliged to pay attention to the interests of the company’s employees, the need to foster business relations, the long-term consequences of the company’s actions, the impact on the community and the environment, the desirability for maintaining a reputation for high standards and in certain circumstances the interests of its creditors.
  3. Duty to exercise independent judgment: a director must make decisions independently, without subordinating their powers or being influenced by others.
  4. Duty to exercise reasonable care, skill, and diligence: a director must perform their role to the standard of a reasonably diligent person with the same level of skill and knowledge of that expected from the role.
  5. Duty to avoid conflicts of interest: a director must not place themselves in a position where there is a conflict between the duties they owe to the company, and either their personal interest or third-party interests (unless the company consents).
  6. Duty to declare interest in a proposed transaction: a director must declare to the board if they have any personal interest in a company transaction.
  7. Duty not to accept benefits from third parties: a director must not accept gifts or personal benefits that could compromise their impartiality.

In addition to the above:

  • The duty to promote the success of the company is subject to any enactment or rule of law which requires directors to consider or act in the interests of its creditors (“creditor duty”) which is important to consider in the context of insolvency. If a company becomes insolvent a director has a fiduciary duty to act in the best interest of its creditors.
  • Directors have other administrative statutory duties to the company such as the obligation to keep the statutory books updated and to file accounts and annual returns. A company’s constitutional document can go further to extend certain obligations and also modify certain rules, therefore it is important that a director understands these and how they influence their duties.
What is the impact of not complying?
  1. Legal: directors can be held personally liable and despite being a small company and even under resourced this is no exception. Unlike larger corporates, SMEs most likely do not have dedicated departments such as HR, legal, or compliance to prevent poor decision-making, making it even more critical for the business owner to be mindful of their legal responsibilities.
  2. Growth: director’s fiduciary duties to the company are fundamental to ensuring that the company operates properly. Investors and banks will want assurance that their investments are being managed with good governance that contribute to long-term success.
  3. Reputation: upholding directors duties sets a standard to its employees, clients and stakeholders which demonstrates that the business is reliable, trustworthy and a company that carries out its business with ethical decision-making.
Consequences for breaching?
  • Personal liability: a director could be held personally liable for any losses suffered by the company.
  • Disqualification: a breach could result in a director being disqualified from acting.
  • Criminal charges: a breach involving fraud, dishonesty, or trading while insolvent could lead to a director facing criminal prosecution.
  • Reputational damage: a breach could damage a director’s professional reputation and the company reputation that they have spent time to build.
Can you be protected against liability?

Generally, there is no exemption for a director from liability for negligence, default, breach of duty or breach of trust in relation to the company, neither can a director be indemnified for such claims. Insurance on the other hand is permitted to be taken out to help cover legal costs and potential damages arising from certain claims related to their role.

What can you do now?

It is important for directors to have a clear understanding of their roles and responsibilities as this is fundamental to the operation and longevity of a company. Typically, directors of SME’s are often the key decision makers and do not have the large corporate structure to mitigate poor decision-making, therefore making it essential that directors have a thorough understanding of their duties.

A good starting point is understanding the company’s constitutional documents, including the articles of association, and being fully aware of both legal and financial obligations. Additionally, maintaining detailed records of decision-making including board meetings and resolutions, helps demonstrate governance practices and provides accountability. Directors must also ensure that personal and company interests remain separate, maintaining transparency at all times. In areas of uncertainty we would always recommend seeking legal advice.

 

Parklands Nursing Home sold to Springfield Holdings Limited: Tees advises on strategic sale

Tees recently advised the shareholders of Canaryford Limited on the successful sale of their shares to Springfield Holdings Limited, marking a key milestone in the continued growth of the residential care sector in Essex.

Founded by Bharat and Urvashi Patel over 30 years ago, Canaryford has long operated Parklands Nursing Home, a highly regarded 54-bed care facility in South Benfleet. Parklands is known for delivering high-quality care and nursing services and boasts an impressive 9.5 rating on carehome.co.uk, reflecting its excellent reputation among residents and families.

A strong future for Parklands under Springfield

The acquisition by Springfield Holdings ensures that Parklands will remain under the stewardship of an experienced and reputable provider of residential care services. This strategic purchase allows Springfield to expand its existing portfolio while establishing a presence in south Essex. The transition guarantees continuity of care for residents and job security for dedicated staff.

Tees advises on corporate and property aspects of the transaction

Tees’ multidisciplinary team advised on both the corporate and commercial property aspects of the deal.

  • Lucy Folley and Baljeet Kaur, Partners in the Corporate & Commercial team, led the corporate advisory, supported by solicitors Nana Maisuradze and Alex Haines.

  • Jane Winfield, Partner in the Commercial Property team, was supported by Amy Woodacre, trainee solicitor, in advising on the property-related elements.

Client testimonials and reflections

Lucy Folley, Head of the Tees Corporate Team, commented:

“Having known Bharat and Urvashi for almost 30 years, it has been fantastic to support them through the sale of their family-run business. It’s incredibly rewarding to see their legacy continue under Springfield, a provider well-positioned to uphold and grow Parklands’ excellent reputation.”

Bharat Patel, co-founder of Canaryford, said:

“Over the last three decades, we’ve built Parklands into a highly reputable regional care home. By joining Springfield Holdings, we’re confident that our vision for high-quality, compassionate care will continue – ensuring stability for residents and staff alike.”

Baljeet Kaur, Corporate & Commercial Partner, added:

“We were delighted to advise the shareholders on this important transaction. It’s always a pleasure to support entrepreneurial clients, and we look forward to assisting Bharat and Urvashi with their future ventures.”

About Tees

Tees is a full-service legal and financial advisory firm with over 110 years of experience supporting individuals, families, and businesses across the UK. Our Corporate & Commercial team provides tailored advice on:

  • Mergers and acquisitions

  • Company reorganisations

  • Shareholder agreements

  • Commercial contracts

  • Business property transactions

We work closely with our clients to help them adapt to changing markets, protect their interests, and achieve sustainable growth.

Get in Touch

To find out how Tees can support your business sale, acquisition, or restructure, get in touch with our Corporate & Commercial team today.

Charities – setting up a “Company Limited by Guarantee” explained

When setting up or restructuring as a charity or not for profit organisation (NFP) you will need to consider which legal structure is right for you. There are a number of different legal structures for charities and the main ones are listed below:
  • Charitable company
  • Charitable incorporated organisation (CIO)
  • Charitable trust
  • Unincorporated charitable association

The most commonly adopted legal structure for charities and NFP’s is the charitable company structure, formally referred to as a private company limited by guarantee, adopted by the likes of Macmillan, Cancer Research UK and the British Heat Foundation. Essentially, a charitable company acts as the legal wrapper around a charity and this articles provides key insight and guides you through the steps to take in order to set up a company limited by guarantee. Whilst this is a relatively straightforward process there are pitfalls to be aware of, where you may need legal advice.

Firstly, what is a private limited company?

A private limited company is a legal entity, owned by its ‘members’ whose liability is limited to the money they initially invest in the business.

What are the key features of a company “limited by guarantee”?

A company limited by guarantee does not have shareholders or a share capital, instead ownership and control rests with its members who are guarantors up to a ‘guaranteed amount’. As there are no shareholders there is also no need to transfer shares every time a membership is transferred. This type of structure is facilitative of not for profit status because typically profits are not distributed to its members, instead profits are reinvested back into the business for its charitable purpose.

The ‘guaranteed amount’ is the agreed amount of money the guarantors (or subscribers) promise to pay the company if it is unable to pay its debts. The guarantors must pay the company the full amount of their guarantee and this payment covers the guarantors for situations such as the company being closed down. The guaranteed amount is not linked to how much the company is worth – you choose how much they pay!

What are the key benefits?

The key benefits of adopting a company limited by guarantee structure are as follows:

  • The company can enter into contracts, employ staff and own assets (amongst other things) in its own name.
  • The members can set low limits on their personal liability.
  • The company is responsible for its own finances: This means members are not responsible for company debts.
  • The company has to act in line with its own internal rules which are set out in  its  ‘articles of association’.

How to set up a company limited by guarantee?

You can apply to set up a company limited by guarantee:

(a) Online at Companies House;

(b) Online through an Incorporation Agency; or

(c) By post at Companies House.

Apply online through Companies House

It usually takes between 24 – 48 hours for your application to be processed. The application fee is £50.

Using this method:

  • Your company can only use the model articles which may not be appropriate for your needs.
  • Your company may have a maximum of 5 officers (directors and secretaries). You can appoint more in the future, if required.
  • You cannot apply online if:

o A parent company will control the new company.

o The new company will be taking over another charity.

o Any of the subscribing members will be a ‘corporate body’ (i.e. another limited company or a limited liability partnership).

If you have used this method of incorporation we can help you make any changes required to the model articles to meet the needs of the charity including its aims and its objectives.

Apply online through an Incorporation Agency

You can apply to set up a company limited by guarantee online via an Incorporation Agency. The fee depends on the agency and most will offer a same day service.

Applying this way offers more flexibility when setting up because:

  • You can choose bespoke articles which have been tailored to your specific requirements, to include the aims and objectives of the charity.
  • You can appoint any number of officers (directors and secretaries).
  • Both individuals and corporate bodies may be subscribing members.
Apply by post to Companies House

You can submit an application by post – the fee is £71 and can take up to 14 days depending on timescales. This method offers full flexibility to incorporate a charitable company in the manner you require but most people require a more prompt incorporation.

Steps to take when setting up a company limited by guarantee

Steps to take when setting up your company include:

  • Make sure setting up a company limited by guarantee is right for you, and ensure the articles of association are appropriate for the type of company, its aims and its objectives.
  • Choose a suitable company name, taking care if similar and existing charities have similar names and avoid names consisting of sensitive or restricted words.
  • Decide on a registered office address for the company but bear in mind this information will be available to the public.
  • Decide on the Standard Industrial Classification (SIC) code that applies.
  • Individual directors and company secretaries must be over 16 years and lawfully able to be appointed, this means you cannot appoint an undischarged bankrupt or someone who has been otherwise disqualified and they must willingly consent to be appointed as your company director.

What happens after a company limited by guarantee is set up?

  • Once the company is incorporated, the company name, address and company registration number should be clearly displayed on all official company paperwork, (including your website if you have one).
  • You must display a sign showing your company name at your registered company address and wherever your charitable company operates but if you are running it from home you do not need to display a sign.
  • Companies House will send an authentication code to the registered office after incorporation which will allow you to register for online filing.

Important things to note

  • A charitable company only obtains ‘charitable status’ once it is registered with the Charity Commission.
  • A charitable company is dual registered at Companies House and the Charity Commission, and therefore you must comply with dual filing requirements.
  • Each year the company must file annual accounts and a confirmation statement at Companies House, failure to comply with these filings can result in a fine or the company being struck off the register.
  • The responsibilities and duties of a director are important and failure to comply with statutory duties can result in a fine and/or imprisonment. You can find more information online at gov.uk.

Legal advice for setting up a company

If you are considering setting up a charitable company, a corporate lawyer can help you through the process. A solicitor can provide advice on the company’s legal structure, prepare bespoke articles of association, and ensure your application is submitted properly. If you need other legal support in setting up your company, please do not hesitate to contact our Corporate and Commercial Team.

 

Scaling up and long-term growth: Legal insights on Cambridge Innovation Capital’s £100M opportunity fund

Cambridge Innovation Capital (CIC), a leading venture capital firm, has launched a £100 million Opportunity Fund to support growth-stage deep tech and life sciences companies in the UK. This initiative aims to address the funding gap that often challenges UK startups in scaling their operations and securing long-term growth.

As CIC’s fund supports innovation and expansion, it also raises  important corporate, commercial, and employment law considerations. Ensuring legal and regulatory compliance and structuring matters in the right way may be key to maximising the fund’s impact while supporting sustainable business growth.

Legal professionals can play a crucial role in guiding companies through these complexities, from fund formation and governance to workforce expansion and regulatory obligations. This article explores the key legal considerations associated with the fund and its potential influence on the UK’s innovation ecosystem.

Key legal considerations:

Corporate and commercial law considerations

  • Legal structuring and fund formation: Establishing the right legal structure for a venture capital investment is essential for compliance and help scalability. Whether structured as a limited partnership or an investment trust, the fund’s legal framework must align with investor expectations, governance needs, and tax efficiency.
  • Investor agreements and risk management: Growth-stage investments require clear, well-drafted agreements that define investment terms, risk-sharing mechanisms, and exit strategies. Institutional investors such as Aviva Investors and British Patient Capital will expect transparent governance structures that adhere to UK venture capital laws and fiduciary responsibilities.
  • Shareholder agreements and corporate governance: Investors typically seek board representation and governance rights to help guide business decisions. Well-defined governance frameworks, including voting rights, decision-making authority, and exit provisions, contribute to long-term stability and strategic alignment between investors and founders.
  • Intellectual property (IP) protections: In deep tech and life sciences, protecting intellectual property assets is vital. Investors will expect patents, trademarks, and proprietary technologies to be properly secured, reducing risks of ownership disputes and unauthorised use.

Employment law considerations

As CIC’s portfolio companies expand, effective workforce management will be critical. Key employment law factors include:

  • Employment status and worker classification: Startups often engage a mix of employees, consultants, and other workers. Proper classification is crucial to avoiding misclassification risks and ensuring compliance with IR35 tax rules and UK employment law.
  • Contractual protections and employment rights: Growth-stage companies must provide clear employment contracts that define salary, benefits, working conditions, and dispute resolution processes. Failure to issue formal contracts within two months of employment may breach UK employment regulations.
  • Non-compete and confidentiality agreements: In highly specialised industries, protecting trade secrets and sensitive data and intellectual property is essential. Employment contracts should include enforceable non-compete, non-solicitation, and confidentiality and, where applicable, IP clauses to safeguard business interests while remaining fair and reasonable under UK law.

Regulatory and compliance considerations

Operating within the UK’s venture capital ecosystem requires compliance with a broad range of regulatory frameworks:

  • Financial conduct authority (FCA) regulations: Venture capital firms must adhere to FCA regulations, including disclosure obligations, risk assessments, and anti-money laundering (AML) protocols to maintain investor confidence and legal integrity.
  • Data protection and cybersecurity laws: With many portfolio companies handling sensitive data, ensuring compliance with GDPR and cybersecurity regulations is essential to protect both investor and consumer information.
  • Competition law and market impact: Large investments in concentrated sectors (e.g., biotech) may attract regulatory scrutiny under UK and EU competition laws, particularly regarding market dominance and anti-competitive behaviour.
  • Employment law and workforce compliance: As companies scale, they must align their hiring practices, employee benefits, and workplace policies with UK employment regulations, ensuring fair treatment of workers and compliance with equality legislation.

Broader Implications for the UK’s Innovation Ecosystem

CIC’s Opportunity Fund represents a significant step in strengthening the UK’s ability to support high-growth technology sectors. By providing capital at a crucial stage, the fund can accelerate innovation, drive job creation, and enhance global competitiveness.

However, to fully realise these benefits, it is essential to have strong legal and regulatory frameworks in place. Ensuring corporate governance, compliance with employment laws, and investor protections will allow both startups and investors to confidently scale their operations while fostering a sustainable and responsible innovation ecosystem.

CIC’s £100M Opportunity Fund is a milestone for UK venture capital, providing critical funding to emerging deep tech and life sciences companies. To maximise its success, a compliant and thought through approach is necessary—covering fund structuring, investment agreements, workforce management, and regulatory compliance.

By proactively addressing these legal considerations, corporate, commercial, and employment law professionals will play a key role in creating a strong, legally compliant, and investor-friendly environment that supports both economic growth and technological progress in the UK.

Achieve your business goals. Get in touch with our corporate or employment lawyers

This article was co-authored by Natasha Bhandari and Ola McGhee, both experts in Corporate and Commercial law.

Natasha specialises in corporate and commercial law, advising businesses on mergers, acquisitions, restructuring, and investment agreements.

Ola is an employment law expert, helping businesses navigate workplace matters such as contracts, disputes, and regulatory compliance.

Together, they provide key legal insights to support growing companies in the UK’s innovation ecosystem. If you’d like to meet one of our experts for a confidential, no-obligation chat, please get in touch.

Corporate and Commercial: A year in review and looking ahead to 2025

In 2024, Tees’s Corporate and Commercial team welcomed new members and  was  involved in transactions totalling more than £100 million. This comes in the face of widespread business uncertainty provoked by the budget and broader market forces, with revised figures indicating zero growth in the UK economy between July and September.

Some work highlights

In May, Tees advised the sole shareholder of GTES Holdings Limited (the holding company of GT Engine Services Limited) on the sale of their shares to STS Aviation Services. GTES offers a range of aircraft maintenance, repair and overhaul services, working with some of the world’s leading aircraft repair and engine maintenance companies. Its acquisition by STS required experts in the corporate, commercial property and employment departments to work together to ensure the deal was completed on time.

Tees also acted for the sellers of a construction software company in a cross-border transaction further complicated by the need to secure approval under the National Security and Investment regime. The team worked tirelessly to ensure compliance with all regulatory requirements whilst liaising with lawyers in different time zones to ensure the transaction proceeded smoothly.

We also continued to advise clients on a range of commercial agreements. In addition to contracts for the supply of goods and services, we have also advised on an advertising licence for a ferry company and framework agreements for licensing intellectual property rights. The team’s flexibility and commercial acumen have allowed us to understand our client’s needs and then draft bespoke agreements that best protect our client’s commercial interests.

Our People

The team has continued to grow at all seniorities following Baljeet Kaur’s promotion to Partner in April 2023 before Partner Claire Powell joined the team in September 2023. The team increased to four partners with the arrival of Tracey Dickens in October 2024, whilst solicitor Nana Maisuradze joined, and trainee solicitor Charlie Neal qualified into the team in September.

This organic growth underscores Tees’ commitment to serving businesses in the wider Essex and Hertfordshire region.

Looking forward to 2025

Ahead of the budget, the team advised several clients on forming Employee Ownership Trusts, which provide a tax-efficient method of disposing of shares in a company. On Wednesday, 29 January 2025, Tracey Dickens will host a webinar looking at what makes Employee Ownership Trusts (EOTs) an attractive option for succession planning. Kingsley Tedder will join her from Mobius Group, and together they will discuss:

  • some practical guidance on the process and key considerations;
  •  the tax incentives for sellers and their company; 
  • the structure and day-to-day operation of EOTs; and
  • the traps to avoid.

2025 promises to be another busy year for the team with business owners looking to avoid the further increases to CGT by selling their interests before the 6 April deadline.

Head of department, Lucy Folley added that “2024 has been a fantastic year for the department with some complicated and exciting deals together with welcoming new team members. We are excited to return in the New Year and continue providing sound commercial and corporate advice to our clients.”

Meet the team:

Lucy Folley:

As Head of Corporate and Commercial, Lucy has over 20 years’ experience specialising in a range of corporate and commercial matters across several industry sectors, including M&A group restructuring, joint ventures and partnerships, MBOs, employee incentivisation schemes, finance and banking, and commercial agreements.

Tracey Dickens:

Having joined Tees in October 2024, Tracey brings with her two decades of experience in corporate and commercial matters including demergers, M&A, share restructuring, JVs, LLPs and partnerships, Employee Ownership Trusts and commercial agreements.

Claire Powell:

Claire joined the team in September 2023 and has over two decades of experience advising businesses on a range of commercial and corporate matters including joint ventures, reorganisations and mergers and acquisitions.

Baljeet Kaur:

Baljeet was appointed to the Tees Law partnership in April 2023 and specialises in mergers and acquisitions, disposals, management buy outs, joint ventures, financial restructuring and reorganisations, as well as company constitutional advice.

Natasha Bhandari:

Natasha joined the team in January 2021 as an Associate and has 4 years of experience in corporate and commercial fields. Natasha’s clients include SMEs, private equity companies, banks, large corporates and independently owned and managed businesses.

Elliot Stafford:

Elliot joined the team in January 2025 as an Associate and brings over 6 years of expertise in IP and Commercial Contracts to help the firm and its clients achieve even greater success. There’s enormous potential to provide additional value while maintaining the same high-quality and cost-effective service that our clients expect.

Nana Maisuradze:

Nana joined the corporate and commercial team in September 2024 and assists the team on various matters within the corporate and commercial field and is a dual-qualified lawyer qualified as a solicitor in England and Wales and as an advocate in Georgia.

Nana Poku:

Nana joined the team in March 2023 and provides key support to the team on a wide range of matters, including acquisitions and disposals, company restructurings, drafting constitutional documents, and advising on loan documentation.

Charlie Neal:

Charlie qualified in September 2024 following the completion of his training contract at Tees, spending two of his three training seats in the department, and brings over 2 years’ experience in the corporate and commercial field to the team.

Gabriella Cox:

Gabriella joined the team as a trainee in March 2024 having also spent time in the litigation and residential property departments. Gabriella supports the team with various corporate and commercial matters.

Alex Haines:

Alex joined the team as a trainee in September 2024, having spent time in various private client and business departments. Alex supports the team on numerous corporate and commercial matters and authoring articles highlighting changes to company law. 

Dissolving a company? How to avoid being left pink faced

Pink Floyd guitarist David Gilmour recently hit the headlines for not being able to sell a £10 million seafront mansion (‘The Property’) because it turns out that he doesn’t actually own it.

In short, Gilmour did not purchase the Property himself; instead, he purchased it in 2011 through his former company, Hoveco Limited. Then, in 2014, Hoveco was dissolved, and a subsequent administrative error meant that the Property was not transferred into Gilmour’s ownership and, as a result, has drawn attention to the phenomenon known as ‘bona vacantia’ (ownerless goods).

This article will explore the voluntary strike off procedure that can be used to dissolve a company before explaining what happens when company property is not identified and transferred prior to a company’s dissolution.

The voluntary strike off procedure

The voluntary strike off procedure allows for companies to be dissolved voluntarily and to cease to exist as legal entities. Various scenarios can lead to a voluntary strike off including company reorganisations, business and asset transfers and scenarios where a company was set up for a purpose that is no longer needed. Once struck off, the company will be dissolved and will cease to be a legal entity.

The directors (or a majority of them) make the application to strike off a company on the company’s behalf. They are then obligated to notify the members, any directors who did not make the application, creditors or prospective creditors and employees of the application.

It should be noted that an application to strike a company cannot be made if in the previous three months, the company has carried out certain activities, including changing its name, trading, disposing of property or rights for value or engaging in activities other than ones necessary for making the striking off application. An application also cannot be made where a company is subject to certain insolvency proceedings, so seeking legal advice before proceeding with a dissolution is essential.

Property of a dissolved company

Once dissolved, the company no longer exists as a legal entity, and therefore, it can no longer own property. This means that any property owned by the dissolved company will pass to the Crown (or the Duchies of Lancaster or Cornwall) and become bona vacantia. Nearly all types of property can become bona vacantia, including:

  • land and interests in land;
  • cash, including bank accounts and insurance policies;
  • intellectual property; and
  • the benefit of assets, agreements and mortgages.

There are two situations where the property owned by a dissolved company cannot become bona vacant. The first is where the dissolved company owns property on trust for third parties. The second is where the dissolved company owns property overseas, as this property will likely be subject to the law of the jurisdiction of where it is located. As a result, it may be necessary to restore the company so that the property can be disposed of in accordance with the relevant local law.

The Crown (acting through the Treasury Solicitor) can disclaim their title to bona vacantia if the Crown decides not to keep or sell the property. Similarly, if there is a risk or liability associated with ownership of the property (such as a tenancy of a commercial lease, contaminated land, property subject to security or to competing claims). Where the disclaimed property is freehold land, the freehold title to that property will be extinguished.

The property will then escheat (revert) to the Crown Estate (the statutory corporation that administers the monarch’s land) so that freehold land is never without an owner. The Crown Estate cannot take any action that would be construed as management, possession or ownership of the property, as to do so could render the Crown Estate responsible any liabilities arising from the property.

There are several situations where company property may become bona vacantia, for example, when Hoveco was dissolved, an inadvertent oversight meant that the Property was not disposed of and therefore became bona vacantia. Other scenarios include liquidators failing to dispose of assets that were not known about or disclaiming onerous property (such as unprofitable contracts or unsellable property) under the Insolvency Act.

Recovering bona vacantia

There are several ways to recover bona vacantia:

Restoration of a dissolved company

Under the Companies Act, a restored company is treated as never having been dissolved, hence any property that had become bona vacantia on the dissolution of the company will automatically revert to the company’s ownership.

However, this may not be possible where the Crown has sold the property. In these cases, the Crown will pay the company the amount of any consideration it received from the disposal of the property or an amount equal to the value of the property if no consideration was received.

The court also has the power to restore the company to the position it would have been in had the company not been dissolved.

Vesting orders

This is the approach that Gilmour is understood to have adopted in relation to the Property. Parties can apply for a vesting order under one of:

  • the Companies Act in relation to property disclaimed by the Crown.

Applications made under the Companies Act can only be made by parties who can claim an interest in the property such as creditors, tenants and parties who had paid to purchase the property.

  • the Insolvency Act in relation to property disclaimed by a liquidator;

Applications made under the Insolvency Act must be made within three months orf earlier of the applicant becoming aware of the disclaimer or of the applicant receiving a copy of the liquidator’s disclaimer.

  • the Law of Property Act 1925 in relation to escheat property;

Under the Law of Property Act, the court can order the creation of a corresponding freehold title to the one that was extinguished through escheat. This requires the applicant to have held a legal right to the property. There is no time limit on an application under the Law of Property Act.

  • the Trustee Act 1925 in relation to property held by a corporate trustee.

Where property becomes bona vacantia following the dissolution of a corporate trustee, the court can vest the dissolved trustee’s interest in a new trustee. Alternatively, in the case of joint trustees, the court also has the power to vest the dissolved trustee’s interest in the joint trustee.

Discretionary grants

Where a company was solvent on its dissolution and where it would be impossible or cost-prohibitive to restore a company, the Crown can exercise its discretion to make payments to former shareholders as owners of the company. It is important to note that a director cannot make any application for a discretionary grant unless they are a shareholder as well. Conversely, where the company was insolvent, this discretion extends to the liquidators and administrators of the dissolved company.

This power is limited to the payment of cash received by the Crown from the disposal of bona vacantia and the grant is subject to a maximum limit of £3000 and, where it would be possible to restore a company, the applicant will be forced to undertake to not restore the company in the future.

Purchasing Escheat

The Crown Estate has greater powers over the land acquired through escheat and is not subject to a deadline to sell the freehold land. However, as the Crown Estate cannot undertake acts of management, it can only sell the whole of the property. Assuming that the purchaser is an “appropriate person or body” and that the sale is in the public interest, the Crown Estate will sell with a view to its legal requirement to obtain the best consideration for the property. Any transaction will also require the purchaser to make a contribution to the Crown Estate’s legal fees.

Purchasing from the Crown

The Crown has three years to disclaim their title to any bona vacantia. This period runs from either the date that the Crown was notified of the bona vacantia or from the date that the Crown established the ownership of the property. Should the Crown decide not to disclaim their title, they will seek to sell the property for full market value within these three years.


As such, there are numerous considerations that business owners and directors should be aware of when dissolving a company. Identifying and correctly disposing of a company’s assets can prevent business owners from the expense, complexity and delays of dealing with bona vacantia.

The multidisciplinary approach adopted by Tees’ Corporate & Commercial, Litigation and Commercial Property teams means we are always ready to assist both with the dissolution of a company or with retrieving bona vacantia.

Essential tips to prepare your business for sale: A seller’s guide

Selling a business can be complex, and often, business owners do not know how to prepare. Early preparation can be key to enabling a business sale to run smoothly. In particular, it can greatly assist the due diligence process.

Valuation

One of the first things prospective sellers should do is approach a specialist business valuer. A good idea of the company’s (‘Target’) value will assist in early negotiations regarding the sale price with the buyer. It may influence key aspects of the deal, such as whether deferred consideration is necessary from the buyer’s perspective. A business valuer will assist in ensuring that the price is realistic given the market conditions, and they will also help you to understand the risks associated with different valuations.

Tax

It is essential that sellers are informed on the tax position of the Target, as well as their own personal tax position. Certain tax reliefs may be available on the sale, such as Business Asset Disposal Relief (if the seller is an individual) or Substantial Shareholding Exemption (if the seller is a company). A tax specialist will explain how the tax will work on completion and whether any reliefs may be available to you.

Corporate Documents

In Tees’s experience, it is common for sellers not to have or not know where Target’s corporate documents are. It will be of significant benefit to the efficiency of the sale if these are obtained before the transaction gets started; the buyer’s solicitor will almost certainly request these documents as part of the due diligence process, and not having the papers can create a bad impression as to how the Target has been operated. Key documents that the buyer will likely request are:

  • The Target’s statutory registers including:
    • Register of Members: this is essential as it shows who the legal owners of the shares are (until the shareholders are placed on the register of members, they are not legal owners of the shares and will not have legal title to sell them to the buyer).
    • Register of Persons with Significant Control
    • Register of Directors and their addresses
    • Register of Secretaries and their addresses
    • Register of Allotments
    • Registers of Transfers
  • The Target’s minute books and key shareholder resolutions
  • Certificate of Incorporation
  • Articles of Association
  • Memorandum of Association
  • Records of any changes to the Target’s name
  • Evidence that any charges or debentures have been released
  • The corporate structure of the Target, including the shareholdings, and whether there are any holding companies or subsidiaries.
  • Copies of any existing Shareholders’ Agreement

Companies should have records of at least some of the above, and collating these early in the sale process will help the buyer’s due diligence get off to a good start. In addition, sellers should review Companies House and ensure all filings are current. If they are not, the seller is technically in breach of its statutory obligations, and the buyer will ask for this to be rectified before completion.

Employment Issues

Another aspect that sellers can prepare early is an anonymised list of all employees in the business, their date of birth, job roles, salary, benefits (including details of any pension scheme), and whether there are or have been any employee disputes or grievances. The buyer will ideally want copies of all employment contracts or a template employment contract if these are the same for all employees.

It would also be useful for the buyer to know whether any employees do not plan to continue working for the Target, and any implications this will have on running the Target post-completion.

Commercial Contracts

We often find sellers do not have records of their key contracts with suppliers and customers. Often, in due diligence, buyers ask for copies of agreements with Target’s top 10 suppliers and top 10 customers. Preferably, the Target will have written agreements with these companies to outline how the relationships work practically and help to minimise the risk of disputes.

A review of the contracts that the Target has in place would be a useful exercise for a corporate seller. If there is no written contract, we would advise getting one in place. All contracts should be collated to provide these to the buyer quickly.

Litigation

The buyer will inevitably need to know about any litigation that is taking place and what stage it is at. They will request copies of any agreements reached or offers made, as well as copies of all correspondence with the other party or their advisor. Sellers must give an honest account of any ongoing disputes.

The buyer will want to consider its potential liability surrounding any dispute. Sellers may be able to consider settlement with the disputing party. Buyers may want to put indemnities in place to cover any related claims post- completion.

Property

Sellers should review the Target’s property portfolio and collate all documentation relating to any properties owned or leased, as well as any licences, permits or other rights relating to the properties. Often sellers do not have these documents to hand, which can slow down the due diligence process, as it can take time to retrieve property documents from the Land Registry, Councils or other authorities.

Intellectual Property (IP)

Similarly, IP is another asset that may be included in the sale, and the buyer will want to know about all trademarks, patents, and design rights. It is good practice for a seller to organise this information into a schedule, including all registration numbers, renewal dates and the IP owner. If the owner is another company within Target’s group, the ownership of the IP may need to move to Target. It is advisable that the seller take tax advice at this event.

Summary

Early preparation for a sale can be key to its efficiency. Sellers should have early conversations about tax and valuations to assist with early negotiations with potential buyers. Sellers should also collate as much information and documentation about the Target as possible before the due diligence process, as otherwise, there can be a lot of back-and-forth with the buyer submitting additional requests for information, which can delay completion.

If you are a potential seller considering a sale of your business, don’t hesitate to get in touch with our Corporate and Commercial team to discuss how you can prepare and how we may assist you with your transaction.

The Budget: Pains or gains for businesses?

On 30 October 2024, the Chancellor, Rachel Reeves, delivered the Autumn Budget (‘the Budget’). This outlined the Government’s intention to increase spending on public services by an estimated £70 billion, with more than 50% of this investment being funded through taxation. This has created a degree of uncertainty for small business owners across the UK, who may now wonder how their plans for their business will be affected.

In this insight, we will discuss the implications of several headline tax reforms for business owners, focusing on Capital Gains Tax (‘CGT’), Business Asset Disposal Relief (‘BADR’) and Investors’ Relief.

It should also be noted that the Budget included the Corporate Tax Roadmap, which promised to maintain the current 25% cap on the main rate of Corporation Tax while also retaining the small profits rate of 19%. Marginal relief will also be preserved alongside Research and Development reliefs and the capital allowances system.

CGT: What is it and what has changed?

CGT is a tax payable by the individuals on the gain (profit) made on the sale or disposal of various types of property (including shares and other business assets, but excluding your primary residence) and is charged at two rates:

  • a standard rate which is payable by basic rate taxpayers and
  • a higher rate payable by higher and additional rate taxpayers.

The Budget raised the rates at which CGT is charged to 18% for the basic rate and to 24% for the higher rate. These increases came into effect immediately from 30 October 2024.

Individuals have an annual CGT allowance of £3,000, on which CGT is not charged. It is important to remember that this allowance cannot be carried forward, so careful planning is advisable to ensure that it is used effectively and efficiently.

BADR: What is it, and what has changed?

BADR is a relief from CGT available on a lifetime allowance of £1 million of qualifying business assets. BADR is available to individuals on the disposal of:

  • their shares in their own company (providing they own a minimum of 5% of the share capital and voting rights for a minimum of 2 years prior to the disposal);
  • their interest and assets in a partnership or
  • in the case of a sole trader, their assets.

Currently CGT on the lifetime allowance of £1 million is charged at 10%. However, from 6 April 2025, the rate at which CGT is charged on the allowance will rise to 14% and then from 6 April 2026, this rate will rise to 18%.

Investors’ Relief: What is it and what has changed?

Investors’ Relief is designed to provide CGT relief to individual investors on qualifying investments, which include ordinary shares in an unlisted trading company. It should be noted that the shareholder will not qualify for the relief if they are a paid director or employee of the company at any point while owning the shares. There are only limited circumstances when the individual seeking relief can receive payments from the company.

Like BADR, Investors’ Relief is subject to a lifetime allowance. From 30 October 2024, the lifetime allowance was cut from £10 million to £1 million. The rate at which CGT is charged on the relief will also rise, in line with BADR, to 14% from 6 April 2025 to 18% from 6 April 2026. These rises will mean that the base rate of CGT will apply to both lifetime allowances of BADR and Investors’ Relief.

Considerations for Business Owners

Business owners will be conscious that these increases to CGT and the reduction in BADR will have an impact on any future sales. Business owners considering selling their business as part of their exit strategy may wish to review their plans, especially the timing of any sale.

The increased tax liabilities of the trading company (for example, the increase in NI contributions, which could affect the profitability of certain companies), as well as the additional tax that will be incurred on the sale of the company, will also impact the valuation of the business.

Whilst more traditional exit strategies could involve a sale to a third party or a management buyout (‘MBO’), business owners may also look to alternative ownership structures, such as a sale to an Employee Ownership Trust (‘EOT’) for a more tax-efficient disposal. CGT rates on a sale to an EOT are 0%; therefore, these increases in CGT rates might mean that EOTs are more attractive than traditional exit strategies. Such generous tax relief, while attractive, is not the only consideration when considering an EOT, and it will be important for business owners to consider the following:

  •  the future profitability of their company, since the purchase price tends to be funded from future company profits over an extended period (five  to 10 years);
  • whether the employees are ready for the transition, to ensure the company can sustain or grow its profitability;
  • whether the business owner is ready to hand over control of their business to the EOT. While a selling shareholder may continue to work in the business and sit on the board of the EOT and the company, they will not be able to form a majority on the board of the EOT, and the EOT will ultimately control their company.

As always, we recommend seeking specialist tax advice before selling a business to ensure that any deal is structured in a tax-efficient manner and that the transaction will receive the appropriate tax treatment from HMRC.

 If you are considering your options for succession planning, our corporate team has extensive experience advising on all aspects of business succession planning, from sales to third parties, MBOs, and EOTs.

Employee ownership trusts: Tax-free succession explained

Introduced in an effort to promote employee ownership of businesses, Employee Ownership Trusts (EOTs) allow business owners to sell their shares to an employee-owned trust free from CGT and grant tax relief on bonuses of up to £3,600.

Indeed, even before the increases to CGT in the Autumn 2024 Budget, EOTs had become an ever more popular option for business owners looking to part with the ownership of their companies. EOTs are suitable for various companies and have been adopted by major retailers such as John Lewis and numerous small and medium-sized enterprises.

What are EOTs?

An EOT is a collective vehicle that purchases a controlling interest in a company and holds it on behalf of the employees. It is a type of employee benefit trust that attracts generous tax reliefs. It was introduced 10 years ago by the Finance Act 2014.

They are different from an employee share scheme, which is an arrangement whereby a small percentage of a company’s shares are reserved for its employees, who will, either immediately or at some time in the future, hold shares alongside other shareholders (usually the founder and/or outside investors) who together own most of the company.

What do EOTs involve?
  • The creation of a trust for the benefit of employees
  • which purchases shares in a trading company…
  • so that it holds a controlling interest in the trading company (at least greater than 50% of the ordinary shares and voting rights).
  • This enables a Capital Gains Tax (CGT) free disposal for selling shareholders where the shares are sold in the same tax year in which the EOT obtains control, and then
  • enables payment of up to £3,600 income tax free annual bonuses for qualifying employees of the trading company, which can now exclude directors.

EOTs operate:

  • through a corporate trustee, which holds the shares in accordance with a detailed trust deed on behalf of the employees of the trading company;
  • by receiving funds from the company, as and when they are available, to fund the purchase of the shares. Some consideration is usually paid on completion of the sale and the remainder deferred and paid over time, anything up to 10 years;
  • with a mix of executive directors of the trading company, employee representatives,Sellers and an independent professional trustee; and
  • on a business-as-usual basis for the trading company, but with the benefit of greater employee engagement.

EOT tax reliefs

One of the attractions of an EOT is the tax reliefs. In particular:

  • An individual who disposes of shares to an EOT may be eligible for relief from CGT, making any gain exempt from CGT. This also benefits minority shareholders who might not have the benefit of Business Asset Disposal Relief (formerly Entrepreneurs’ Relief); and
  • a company that is owned by an EOT can pay up to £3,600 each year in tax-free bonuses to its employees (this does not prevent higher bonuses being paid, just the additional party will be subject to income tax in the normal way.

There are reliefs from inheritance tax so that certain dispositions made to an EOT are not chargeable transfers of value, although selling shareholders should note that where the purchase price is to be paid in instalments and an individual who has sold their shares dies before having been paid in full, the value of any unpaid instalments will be treated as part of their estate for inheritance tax purposes. Shareholders with critical illness or older in years should discuss these implications with their tax adviser.

The EOT CGT relief is more generous than the CGT reliefs that are available for disposals to standard Employee Benefit Trusts but are also more restrictive, making it important to take advice to avoid some of the pitfalls that can wipe away these benefits.

Conditions for achieving tax reliefs

Certain conditions must be met to secure the CGT relief for the sellers and exemption from income tax on bonus payments made by the trading company to its employees.

Conditions common to these reliefs are:

  • The all-employee benefit requirement (although directors can now be excluded from the annual bonus).
  • The equality requirement (which requires that distributions must be for the benefit of all employees of a company on the same terms).
  • The controlling interest requirement (holding more than 50% of the ordinary share capital, voting rights and entitled to more than 50% of the profits and assets on a winding up).
  • The trading requirement; and
  • the participation requirement – the ratio between excluded participators (people who are both 5%+ shareholders and directors/company secretary or employees, including for this purpose any employees who are their relatives) and employees must not be more than 2/5 (i.e. 40%) (this is to prevent the relief being claimed in companies where there are only a few non-shareholder employees).

In addition, for CGT relief to be available, the participator or any person connected with them must not have claimed the same CGT relief in any earlier year in relation to the disposal of shares in the same company or any member of the same group.

A properly established EOT will ensure these conditions are met and, so far as possible, include controls to prevent a disqualifying event.

Disqualifying events

If any of the conditions are breached during the first four tax years after the end of the tax year in which the sale takes place (increased from the first tax year by the Autumn Budget 2024), the CGT relief can be clawed back from the Sellers resulting in CGT becoming due on the gain that occurred at the time of the disposal. Other disqualifying events will also be introduced by the Finance Bill 2024-25, taking effect from the 30 October 2024 as follows:

  • Trustee independence requirement: which prevents sellers or persons connected with them from retaining control of the trading company, following the sale to the EOT, via the trust arrangements.
  • Residence requirement: the EOT trustee must be resident in the UK (i.e. offshore trustees are no longer permitted).
  • Market value: the trustee(s) must take all reasonable steps to ensure that the consideration paid for the shares purchased by the EOT does not exceed market value and the interest rate on deferred consideration does not exceed commercial rates.

A disqualifying event has consequences for the Seller and/or the EOT, depending on when it occurs. If an event occurs in or before the fourth tax year following the disposal of the shares to the EOT, the Seller will be liable for CGT on the gain in the value of the shares from the Seller’s base cost at the time of disposal to the EOT. If the disqualifying event occurs after the fourth anniversary, there is a deemed disposal and immediate re-acquisition at market value by the EOT of all the shares it originally purchased, resulting in a CGT charge to the EOT. The employees will, therefore, need to factor in the tax charge as part of the costs of a future sale of the trading company owned by the EOT. If the sale occurs before the Seller has been paid in full, then that part of the proceeds will be due to the Seller, as a sale of the trading company will entitle the Seller to demand the balance of deferred consideration.

Major decisions to be made by the EOT will be within the control of the EOT trustees, usually on a unanimous basis, so there will be checks and balances before any decision that could lead to a disqualifying event.

The risks and rewards

An EOT offers several advantages, in addition to the tax benefits available to the Seller and the EOT, including:

  • Simpler process – as compared to a sale to a third party, where the Seller will need to provide warranties and negotiate documentation for the sale with the Buyer and have ongoing liability for a period post sale.
  • Flexibility – so long as the EOT has a majority interest, a Seller can choose to retain shares in the target company (noting they will not attract CGT relief when sold in the future).
  • Higher return – the sale proceeds are tax-free, giving the Seller greater flexibility as to the price to be paid by the EOT for the shares.
  • No third party is required – provided the Seller has a team that can continue the business, then it avoids the need to find a Buyer.
  • Preservation of identity – as ownership of the company will not be transferred to an external third party, the values and identity of the company are likely to remain the same.
  • Engaged employees – employees are given the opportunity to share ownership of the company, which should lead to greater engagement, innovation, and profitability, provided the terms of the sale to the EOT are reasonable.
  • Reduced corporation tax – where profits are being distributed using the tax free (but not NIC free) bonus, then the profits subject to corporation tax will be reduced; and
  • EMI schemes – it is still possible to incentivise key employees alongside the implementation of the EOT through share incentive schemes.

There are risks mostly stemming from disqualifying events that can trigger the loss of the CGT relief by the Seller or result in a deemed sale and immediate reacquisition of the sale shares, giving rise to a CGT charge, depending on when the event occurs. These risks are managed by ensuring you take advice at all appropriate times and seek assistance from professionals with expertise in EOTs.

For information, please read our article on the effect of the Autumn Budget 2024 on EOTs

How can we help?

If you are considering your options for succession planning, Tees Law has a large team that can advise you on all aspects of business succession planning, including EOTs and other employee benefit trusts. We are always happy to liaise with your tax advisers to ensure that any succession plans will work in the way that they are intended to.

Please get in touch with Tracey Dickens or Lucy Folley, who will be pleased to assist you.