Harbottle & Lewis advises on the sale of performance-io to private equity firm Apiary Capital

We have advised the sellers of performance-io, a leading life sciences performance marketing, SEO and GEO agency, on its sale to private equity firm, Apiary Capital.

Founded to deliver cutting-edge performance marketing solutions, performance-io has established itself as a key player in the industry, working with clients to enhance their marketing strategies through data-driven insights and expertise. Headquartered in London, the business now operates globally with teams in the UK, US, India, Japan and South Africa. 

Founder and CEO Matt Lowe and his senior management team will remain with the business, focusing on driving performance-io’s further growth and development.

Our team was led by partner Ed Lane, with support from senior associate Alex Gays, and associates Elizabeth Compton and David Jones. Co-managing partner Tony Littner provided strategic support throughout, with partner David Scott advising on corporate tax matters. Partner Yvonne Gallagher and associate Harry Wade also advised on employment matters.

On working with Harbottle & Lewis, Matt Lowe commented: “I’d not worked with lawyers on a PE backed deal before, and frankly the mood music about the experience wasn’t great. However, the experience with Harbottle and Lewis was. From the first meeting with Tony and Ed, through to working with the broader team through some complex curve balls, we had a superb experience; working in a collaborative manner, learning loads and always with a calming, assured temperament. I can’t recommend H&L enough.”

Ed Lane added: “We are delighted to have supported Matt and his team on this milestone, and we look forward to seeing performance-io’s continued success in its partnership with Apiary Capital.”

Supreme Court ruling on ‘sex’ in Equality Act: workplace implications for Film & TV

In April 2025, the Supreme Court gave a judgment on the meaning of “sex” in the Equality Act 2010. Widely reported in the mainstream press, and generating considerable debate, we explain the judgment and how it relates to practices in the workplace.

The case of For Women Scotland v The Scottish Ministers concerned the meaning of the terms “man”, “woman” and “sex” in the Equality Act 2010 (EqA) in light of the Gender Recognition Act 2004. It decided that these terms refer to biological sex. This means that if someone identifies as trans, they do not change sex for the purposes of the EqA, even if they have a Gender Recognition Certificate.

The decision is an important development in the entrenched conflict between those on either side of the trans rights and gender critical debate. Unless future legislation changes the position, the judgment puts the meaning of sex in the EqA in unequivocal terms. Sex = biological sex.

So what does this mean for UK film and TV companies, who are employers or engage freelance cast and crew on productions? We’ve identified some key areas where this judgment will have an on-the-ground impact for clients:

Facilities

Employers need to consider their provision of workplace facilities, in particular toilets and changing areas. Under health and safety law, employers have to provide separate toilet facilities for men and women. Unless toilets are individual lockable rooms with wash basins (not just cubicles) then they ought to be single sex and reserved for those of biological sex. This could be a change of policy for production companies, as the prevailing approach has been to allow staff to use facilities in line with the sex they identify as. To continue permitting this could give grounds for claims of discrimination or harassment based on sex.

Companies will need to consider how to communicate or even enforce any policy changes around facilities with sensitivity towards all those impacted, and where possible identify solutions to provide compliant gender neutral ‘third’ spaces. This is not an easy task for those in the film and TV sectors, where the physical workplace is subject to change. Options for practical solutions may have to be assessed for each production or shooting location on a case by case basis.

Support for staff

The Supreme Court decision could have a real impact on some members of the workplace. Companies should consider steps which could be taken to support staff, through people team and wellbeing services. They might also consider reiterating a commitment to EDI, or even introducing improved provision in this area. Employers need to be alive to the possibility of complaints or even claims when contemplating policy changes and approach the issue with care, appreciating the differing views which may exist whilst ensuring inclusion is not compromised.

Protection under the EqA against discrimination or harassment because of or related to the protected characteristic of gender reassignment, or a person’s perceived sex, has not changed. In this context gender reassignment means proposing to undergo, undergoing or having undergone a process to reassign sex; it does not require a Gender Recognition Certificate or gender affirming medical treatment. Companies must consider how to balance the requirement to provide single sex facilities (bearing in mind the risk of sex discrimination claims if they are not compliant) with the rights of trans people not to experience gender reassignment discrimination at work.

Communications and respect at work

The decision undoubtedly leaves employers and companies navigating a tricky emotive issue with no perfect answers on best approach. Establishing a culture of respect in the workplace and ‘disagreeing well’ will be important, with acknowledgment that conflicting opinions will exist in diverse workplaces. This can be done through relevant policies, defined values or codes of conduct, with training and role modelling behaviours also being key. Those in management or people teams will need to ensure an even handed approach when dealing with clash of opinions between staff or the enforcement of any changes.

Looking ahead

The Supreme Court decision did not provide all the answers for employers managing challenging situations where they encounter a clash of rights based on different protected characteristics. The Equality and Human Rights Commission is consulting to produce detailed advice through an updated Code of Practice, expected after June this year. In the meantime, concerned employers should consider seeking legal advice on any significant changes to policy or approach. It is important to be mindful of the complexity and emotion in this debate, and to listen to employee representations and lobby groups. However ultimately employers must take workplace and policy decisions with the clear legal judgment from the Supreme Court in mind.

Understanding day one dismissal rights in theatre

The new ‘day one’ dismissal rights in the Employment Rights Bill will allow actors to claim unfair dismissal from the first day of employment, rather than the current two-year period. Partner Howard Hymanson and senior associate Mark Primrose unpack what this might mean in practice.

The new law is expected to come into effect in autumn 2026, at the earliest, and means even new hires can challenge dismissal. Traditionally in theatre, the approach to ending performers’ contracts has been based largely on convention.

Formal performance improvement procedures tend not to be followed between producers and performers and it is extremely rare for unfair dismissal claims to be pursued. This is driven by several factors, not least a feeling that bringing a claim for unfair dismissal is likely to be a career limiting move. There is also an understanding that sometimes things don’t work out and ‘the show must go on’ regardless.

The Employment Rights Bill, currently progressing through parliament, will introduce significant reforms. And while it will bring about change across all industries, in the theatre sector – particularly in respect of decisions by producers not to renew artists’ contracts – the impact will be very significant.

Artists, agents and unions have, in our experience, become more litigious and assertive of employment law rights in recent years; the new law will inevitably bring about more of the same.

Current practice and the current law

Engagements for long-running West End productions are usually subject to the collective agreements between the Society of London Theatre (SOLT)and Equity, BECTU and the Musicians’ Union respectively. Typically, West End theatre artists are engaged for a fixed term of 52 weeks or the closure of the show, if sooner.

If all is going well after a year, contracts are renewed for a further 52-week fixed term. When a producer chooses to go in a ‘different direction’ – using a different actor – the contract is simply not renewed, leaving the actor to move on.

Most actors are self-employed, but those engaged on long-running shows acquire employee status for unfair dismissal purposes. Once they have clocked up two years’ continuous service, they have the right to not be unfairly dismissed. Expiry of a fixed-term contract counts as dismissal under the legislation, giving rise to a potential claim. Artists engaged on short and single-run shows are often self-employed and  therefore ineligible to bring any claim for unfair dismissal.

For a dismissal to be fair, it must be for a fair reason: capability, conduct, illegality, redundancy or some other substantial reason. Any dismissal usually necessitates a formal procedure. The most likely reason for non-renewal is capability – ie a performance is not up to standard. But it’s rare for performance/capability procedures to be followed. For one thing, the decision is often based on the subjective view of a director/producer rather than any objective assessment of their capabilities.  

But there has been a sea change in recent years, with a much greater willingness on the part of unions, agents and actors to dispute termination of contracts and to invoke statutory employment rights.

How the Employment Rights Bill will change things

The forthcoming change to the law will mean anyone with employee status will acquire the right to not be unfairly dismissed from the first day of employment. The removal of the two-year qualifying period will mean any decision not to renew a contract will give rise to the potential for an unfair dismissal claim. A successful claim currently pays a maximum compensation amount of either 52 weeks’ gross pay or a statutory cap, (currently c. £118k), whichever is lower.

The new law also provides for a statutory probation period during which an employee can be dismissed following a lighter-touch procedure, provided the termination is for a fair reason. The statutory probationary period is likely to be nine months.

This radical expansion to protection from unfair dismissal presents challenges to employers and their approach to handling the lapse of artists’ contracts will need to be reassessed. For example, where the reasons for recasting a show are subjective, the potentially fair reason ‘some other substantial reason’ will come into play. Employment tribunal judges scrutinising ‘some other substantial reason’ dismissals often deem them unfair.

Will greater leeway be afforded to theatre producers in consideration of artistic expression? Interestingly, artistic expression falls within the ambit of freedom of expression, which is provided for in Article 10 of the European Convention on Human Rights. This is significant because courts and employment tribunals do have latitude to apply human rights principles in employment claims.

A notable example was when, in 2014, the High Court accepted that the National Theatre’s staging of War Horse without live musicians was covered by Article 10. This may deter employment judges from interfering with producers’ right of artistic freedom.

The outcome however is far from certain and producers will undoubtedly want to avoid being that test case. So, to secure mutually-agreed exits and confidentiality, it’s likely that settlement agreements and severance payments will become more commonplace when contracts come to an end.  

Steps to be taken

In future, when a decision is made not to renew an artist’s contract, more process and formality will be required. Producers will need to consider greater use of performance management procedures, with rigorous documentation of and discussion with artists concerned. While performance improvement procedures used in other sectors will be inappropriate, the law will call for something akin to be applied.

Probationary periods will also become more important. At present, the collective agreement between SOLT and Equity has no provision for probation and does not adequately address performance management. SOLT members will need to address this in the next iteration of the collective agreement, just as Equity will need to recognise the need for agreed practices and procedures. And finally, producers may include a severance fund into production budgets to cover the likely costs of exiting artists.

First published at artsprofessional.co.uk on 13 May 2025.

New statutory right to neonatal care leave and pay: key takeaways

The new statutory right to neonatal care leave came into effect on 6 April 2025. This allows parents to have additional time off to be with a baby who is receiving neonatal care.

Under the Neonatal Care (Leave and Pay) Act 2023, eligible parents can take time off work to be with a baby who is receiving neonatal care. This new right introduces a leave and pay entitlement for qualifying working parents, with the aim of providing better support to those families and an element of income protection.

Neonatal care leave

Neonatal care leave is a day one right for employees; it does not apply to workers or self-employed contractors. It also only applies to parents of babies born on or after 6 April 2025.

Qualifying parents (including fathers, non-birthing, adoptive and surrogate parents) who have a baby admitted to neonatal care up to the age of 28 days may be eligible for neonatal care leave after their baby has been receiving care for seven days or more

The entitlement is to one week’s leave for each week a baby has neonatal care, up to a maximum of 12 weeks. Neonatal care leave must be taken as seven consecutive days, so parents have to take a minimum of one week.

Neonatal care leave is additional to other types of family leave, and each parent has their own leave entitlement. This means that fathers and non-birthing parents now have a specific right to leave, allowing them to spend more time with their baby receiving neonatal care. Where parents do not meet eligibility criteria, they may be able to rely on other forms of statutory leave, such as parental leave or time off for dependents.

Both neonatal leave and pay (see below) can be taken in two tiers; Tier 1 is while a baby is still receiving care plus a week after, and Tier 2 is within 68 weeks of the birth. Neonatal leave can therefore be accrued and taken at a later date. The notice an employee must give their employer depends on whether they are taking Tier 1 or Tier 2 leave.

The leave is not limited to the time when a baby is in a neonatal hospital unit. It can also apply to certain neonatal care after leaving hospital or to palliative/end of life care.

Neonatal care pay

Additionally, eligible parents may be entitled to up to 12 weeks of neonatal care pay if they have 26 weeks of continuous service with their employer and meet the minimum National Insurance earnings threshold (for April 2025-26, this is an average of £125 per week gross).

The current statutory rate for neonatal care pay is £187.18, although of course it is open to employers to offer an enhanced pay entitlement under their own workplace policies. 

Next steps

Employers should consider whether to introduce a specific policy on neonatal care leave and pay, or how their existing policies may need updating. They may also wish to consider communicating the new entitlement to managers or employees more generally.

For further information, advice on a specific situation or to update your own workplace policies, please contact our employment team.

The future of UK Employment law in the film and TV industry: 2025 and beyond

The Employment Rights Bill, described by the government as “the biggest upgrade to workers’ rights in a generation”, has been making progress through Parliament over the last few months. The latest round of amendments to the Bill has provided further insight into what lies ahead.

A headline change is the day one right not to be unfairly dismissed. This is expected to be subject to an initial period of employment, when a lighter touch procedure for dismissal can be used. The details of the process and the period haven’t been confirmed, but nine months has been suggested. For companies who hire in crew and talent for specific productions or projects, this could mean significant change is needed in practices for recruitment and terminations.

The Bill outlines further updates to workplace harassment laws. Employers are already under a positive duty to take “reasonable steps” to prevent sexual harassment and must implement measures to assess and mitigate the risk of sexual harassment. The Bill strengthens the law to require employers to take “all reasonable steps” ( “all” being the key word) and introduces liability for third party harassment. Many production companies are already thinking ahead to this duty, with risk assessments that extend to third party harassment, but this will be one to revisit as the detail emerges. What is clear is that solely relying on the roll out of ED&I training is no longer enough.

Other changes of significance include: the introduction of day one rights in respect of statutory sick pay, paternity leave and parental leave; a right to bereavement leave; and enhanced maternity protections. Dismissals of employees who are pregnant, on maternity leave or during a six month return to work period, would be prohibited, other than in specific circumstances. New flexible working rights are also proposed, meaning that an employer can only refuse flexibility requests where it has a “reasonable” basis to do so. As expected, these changes move the law towards stronger rights and protections, and work life balance, for working people.

Far reaching changes are also expected in respect of restrictions on zero-hours contracts (including the right to request guaranteed hours and reasonable notice of work schedules) and the practice of ‘fire and rehire’. For some sectors these will mean huge upheaval; for those in film and TV it will depend on their current use of such practices. The Bill also bolsters collective rights, including introducing changes to the trade union recognition framework and the ability of unions to take industrial action, developments which could be very significant for the media industry.

And what of the anticipated single status of worker? The government originally proposed to remove the (often confusing) distinction between ‘employees’ and ‘workers’, which would mean that if someone was not a genuinely self-employed freelancer, they must be an employee. Again, this would be particularly relevant to production companies, who may be in the practice of engaging crew as workers. For now, this change does not appear in the Bill, but further consultation is expected in 2025.

So, what next? Most legal changes won’t come into force until 2026, but it’s never too early to start preparing and thinking especially about recruitment and dismissal processes, and how this might need to change in your organisation. In the meantime, we’ll watch this space as the Bill moves through Parliament and the devil in the detail comes into sharper focus, with further updates to come.

Agree to disagree: what the Higgs v Farmor’s School judgment could mean for employers and employees

The Court of Appeal gave judgment last week in another of what has been a series of cases dealing with conflicts between beliefs expressed by employees, and the categories of protected characteristics under the Equality Act 2010. 

In this case, an employee of a school, Mrs Higgs, had expressed concerns  via her private social media about teaching in schools relating to same-sex marriage and gender identity. Another parent saw the comments, which had been posted in a manner which did not identify the school and used the employee’s maiden name (which was different from the name she used at school), and had complained to the school about the views expressed, which were described as offensive. Following an investigation and disciplinary process, the employee was dismissed and brought, amongst other claims, a claim that she had been subjected to detriment because of her protected beliefs.

The case takes a robust approach, supporting the freedom of employees to express and manifest protected beliefs, though it recognises that some limitation is likely to be appropriate in the manner of expression of belief and related conduct.

Where does all of this leave employers in practice? They will be keen to ensure that they are complying with their Equality Act obligations in providing a safe workplace for all employees. However, they will surely also wish to avoid being drawn into personal disputes between employees arising out of conflicting views on contentious topics, or getting caught up in social media storms as part of wider campaigns on contentious topics, whether covered by the Equality Act or not.

Fundamentally,  it is useful to recognise that there is a level of conflict built into the Equality Act. Protected characteristics include gender re-assignment and sexual orientation, but protection of religion and belief  includes protection of a belief that sex is immutable and cannot be changed. Most of the major world religions do not recognise same sex marriage as the equivalent of marriage between a man and a woman. The Courts have also made clear that it is an error on the part of an employer to engage in stereotypes, which includes making an assumption about an individual’s personal beliefs by reference to their race or religion. Not all individuals who adhere to a religion believe in every rule or dogma of that religion, and religious beliefs are not always aligned with ethnic or national origin. Non-belief is protected in the same way as belief. Employers can therefore find themselves managing staff who hold deeply opposing views, each of which gives rise to a right to be protected from detriment because of their belief or other protected characteristics.

Employers will clearly  not want to find themselves refereeing disputes between employees or being pressured to take sides where conflict arises. There is a clear risk to employers of being on the receiving end of Employment Tribunal claims if they are seen to punish an individual because of a protected characteristic. Such cases will often be very popular in the media and can therefore do reputational harm as well as cost a lot of time and money.

The Court of Appeal judgment also expressly deals with the impact of rights to free speech under the European Convention on Human Rights in addition to the Equality Act rights. Under the Human Rights Act 1998, UK courts are obliged to interpret legislation in line with the European Convention as far as  is reasonably possible, so that the provisions of the convention are effectively indirectly introduced into UK statutory employment provisions. Such rights go beyond those relating to protected characteristics and will therefore include rights to speak about political issues of the day.

The right to free speech is not absolute. It is, however,  wide-ranging, and  in the Higgs v Farmor case, the Court of Appeal expressly cited the principle that the freedom to speak only inoffensively  is a freedom not worth having. There is no right to be protected from hearing things with which you disagree and employees could usefully be reminded of this.

Some limits on freedom of speech are permitted, to the extent that such speech would infringe on the rights and liberties of others, but no one has a right not to hear an opposing or, to them, disagreeable view. 

It will not be appropriate, therefore, for employers simply to seek to forbid employees from expressing views in the workplace or sharing the fact of any protected characteristic they may hold. In the Higgs v Farmor’s case, one of Mrs Higgs’ beliefs was that as a Christian she was required to bear witness to her beliefs, which would involve speaking about them. This is itself a protected belief, although the protection afforded to manifestation of belief does not extend to or permit continued proselytising or hectoring of those with different views.  Clear guidance that employees should not persist in conversations with others who  have made it known that they disagree, or are simply not interested, should be acceptable.

It is therefore useful for employers to now give thought to providing clear guidance to employees, whether in an overarching stand-alone policy detailing an expectation of respectful disagreement in relation to engagement on contentious topics, both in the workplace and beyond, or by adding to individual existing policies. The guidance can remind employees that they should not conduct themselves in a manner likely to amount to bullying or harassment, or to create a degrading or hostile environment for any employee. That does not preclude them from being open about their protected characteristics or beliefs, but they must not do so in a hostile or intimidating fashion. Employers can also helpfully remind staff that the workplace is not the right forum for discussion of contentious topics where feelings run high and disagreement is evident. 

Such guidance can remind staff that whilst they may enjoy the protections under the Equality Act, in relation to protection of belief non-believers are protected in the same way as believers, and so are free to make known their non- belief.  No employee is entitled to impose their views on a colleague or to subject a colleague to detriment on the basis of what they do or do not believe, and an Employer is entitled to say that disputes on  such issues are ultimately not for the workplace. 

Reminding employees that where differences arise, they should “agree to disagree”, or seek to disagree agreeably and respectfully, will be useful guidance both generally and as part of anti-harassment and bullying and equality polices published by employers. Such an approach can manage expectations and also provide employers with a  basis on which to intervene, if necessary, where conflict has arisen, without being seen to take sides.

Employers will already typically include provisions in social media policies, reminding employees not to identify their employer in personal posts and to avoid any suggestion that personal views expressed in any way represent the views of the employer.  A reminder that employees are entitled to have social media accounts and to post on subjects of interest, and that the employer does not take responsibility for such material, will also be helpful. This might usefully also remind employees that employers will not generally seek to intervene in disputes relating to such material.

We can hope that the pragmatic approach taken by the Court of Appeal might serve, in time, to discourage any practice of seeking to pressure employers to disassociate themselves from employees who have expressed views which are not palatable to all, provided that those views are not expressed in a manner which goes beyond the limits of freedom of speech.