Helping you manage a changing workforce

Our restructuring, redundancy and TUPE service covers the full spectrum of workforce change – organisational redesign, redundancy programmes, changes to terms and conditions and TUPE transfers, for both business acquisition and service provision changes.

Working closely with the key teams in any organisation, we provide practical sector specific advice throughout the process. From identifying any risks at strategic and big picture level to advising on redundancies processes, information and consultation and any potential dismissals.

We seek to understand an organisation’s end goals and advise and assist you to realise those goals in a way that reduces the risk of disputes and seeks to maintain good employee relations.

Our redundancy approach

Our approach is both strategic, practical, and in line with the needs of your organisation. We prepare clear scripts, FAQs and selection criteria, guide you through people scoring and appeals, and advise on settlement agreements and pension implications, including Local Government Pension Scheme (LGPS) and other scheme costs.

Our TUPE transfer approach

For TUPE transfers, we support both new and existing owners, with information and consultation, employee liability, and the delicate boundary between business needs and employees’ rights.

We also help you manage objections and how to handle any proposed changes such as relocations, rota changes or restructures triggered by the transfer.

We act for private and public organisations, where funding, service continuity and staff protections must all be carefully balanced.

What business leaders need to know about the restructuring, redundancy and TUPE process

Leaders facing workforce change are usually grappling with two competing pressures. The need to move quickly to protect financial viability, and the need to treat staff fairly, lawfully and in line with organisational values.

Many worry about missing consultation duties, mishandling selection or triggering costly unfair dismissal or discrimination claims. Others are anxious about how pensions, unions, regulators and commissioners will react, or how to manage change where multiple employers or TUPE transfers are involved.

We help you map options, understand the legal boundaries and design processes that achieve your objectives while treating staff with fairness and concern.

Speak to our employment team

Why choose our restructuring, redundancy & TUPE solicitors?

Confident workforce change

We bring tested strategies and sectorspecific insight to every workforce change programme.

Integrated employment and pensions advice

Our employment and pensions teams work hand in hand to ensure the advice you receive is joined up and comprehensive.  This is particularly key where TUPE transfers include complex pension provisions.

Pragmatic, values‑led decision‑making

We help leadership teams balance legal risk and commercial pressure with fairness and culture, offering clear options and recommendations that protect your value, and your values.

Support from planning to implementation

We can provide advice and direction throughout the process.  From early strategic planning through to consultation, documentation, implementation and postchange lessons learned.

A black-and-white cutout photo of five diverse business professionals walking together, each standing on a small teal circular graphic base against a white background with large, colourful vertical bar charts.

Meet our experts

We provide specialised sector specific employment and pensions advice helping organisations deliver lawful, sustainable change without compromising on values.

Case studies

Learn more about Supporting Fitzgerald Contractors in transitioning to an employee ownership trust structure

Supporting Fitzgerald Contractors in transitioning to an employee ownership trust structure

Learn more

Testimonials

Three business professionals walking together in suits
Always available to give sound and balanced advice. Able to engage well with managers as well as the HR team and proactive in highlighting any risks and sharing information based on their solid understanding of our organisation and sector.
The legal 500, 2026

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