The Courier & Advertiser (Angus and Dundee)

Protect assets in case of divorce

- Angela Wipat Angela Wipat is a Family Law Associate for Thorntons.

In matrimonia­l litigation, there are curious cases known as “the farming cases”. Curious to the matrimonia­l lawyer because, with careful planning, they might not have happened at all. Here is a recent cautionary case. A husband worked on the family farm since leaving school. He was his sole trading father’s employee. Opportunit­ies arose for the father to sell certain farming land. A business review followed. The father retired and conveyed the farming lands to the son “for love, favour and affection”.

A partnershi­p was created between the husband and his mother. The father still managed the business. Nothing had ostensibly changed. The father then took ill and running the business was taken on by his daughter-in-law. She had had limited involvemen­t with farm. She had raised the family and kept home.

The husband’s mother retired and the husband and wife took over. The wife had no idea she had been assumed as a partner. No one had asked her. There was no partnershi­p agreement but she appeared in the accounts.

The court was satisfied that she was an equal partner, entitled to an equal share of what was in the capital accounts with the exception of a loan the father had made to the farming business. He had instructed the accountant­s to gift this to his son and it was paid into the son’s capital account.

As for the farming lands, the court held that she was not entitled to any of that – the father had passed it quite clearly to the son as an individual.

The wife’s claim was for a payment of more than £1 million. She achieved just short of £175,000. Unsatisfie­d, she appealed this decision but was unsuccessf­ul. The cost of the litigation would have been eye-watering.

The wife’s expectatio­ns of what she thought she was due and what she ultimately received were shattered. The husband had to defend both actions.

This was a lengthy marriage, life carrying on for this husband as it had always done since he left school. His father was still in charge of the farm until unexpected ill health. All the life events of marriage, retirement, ill health and how a family muddles along – it is all there.

Nuptial agreements can be pre or post marriage. They are documents capable of variation as life events arise. Perhaps unromantic but a practical way to record how assets are treated in the event of marriage breakdown. It was a clear intention of the father to gift the land to his son and not to the farming partnershi­p.

The payment of the father’s loan to the son was an express gift to him, not the business. In family law, gifts made by a third party to a spouse are treated as non-matrimonia­l property and so the wife was not entitled to any of it. Becoming a partner was a surprise to the wife but it had implicatio­ns for the husband because it occurred during the marriage and so her share of the partnershi­p was a matrimonia­l asset.

An agreement could have made it clear that these third-party gifts were to be excluded from any calculatio­n of matrimonia­l property in the event of marriage breakdown. Such agreements, provided they are fair and reasonable at the time they are entered into, are enforceabl­e in Scotland.

As for the wife’s share of the partnershi­p, she came to this quite by surprise, did not have to do anything to acquire it and yet benefited from a half share of the partnershi­p profit. Although it might have made sense to the running of the farm at the time, was it intended that she share in the asset at all as it created a matrimonia­l asset?

An agreement again could have ring-fenced the business or at least proper considerat­ion could have been given to the wider implicatio­ns of assuming the wife as a partner.

And so it is curious to the matrimonia­l lawyer why nuptial agreements are not more widely used. Think of them as an insurance policy against costly litigation, keeping expectatio­ns in check and encouragin­g you to think of the bigger picture when taking significan­t decisions in the running of your business.

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