Revolving doors: Magic Circle loses partners in Europe and Asia while Bakers hires in Africa

Last week saw both Clifford Chance (CC) and Allen & Overy (A&O) lose partners in Europe while, in Hong Kong, Linklaters lost a capital markets partner to Freshfields Bruckhaus Deringer. In South Africa, Baker & McKenzie made a significant hire, bringing in DLA Cliffe Dekker Hofmeyr’s head of projects and infrastructure.

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A $40m award: Clyde & Co client Glencore loses High Court fraud case

Withers‘ client, Romanian oil company OMV Petrom, has succeeded in its high profile dispute against natural resource giant Glencore at London’s High Court, with Glencore, represented by Clyde & Co, ordered to pay out just over $40m for fraudulently shipping oil of a lower than supposed quality to Romania in the 1990s.

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Q&A: A long-term commitment – Severn Trent’s in-house team share the thinking behind the new five-year sole adviser mandate with Eversheds

FTSE 100 water company Severn Trent recently re-appointed Eversheds as its sole adviser for a five-year term, commencing 1 April. Deputy general counsel Stuart Kelly and legal counsel Kristin Garret talk to Kathryn McCann about the mandate, getting monthly updates and the key performance indicators (KPIs) the firm will be judged on.

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Quality, outside scrutiny and Paxman – the LB Awards loom

Fantastic as I look in a DJ, I wouldn’t say by character I’m a natural awards-type person but I have always said that if you are going to do an awards ceremony, there’s no point unless you do it really well. And doing it well means putting your shoulder to the wheel in the research and judging. Which brings me to the 18th Legal Business Awards, which we will be holding later this month.

While we have traditionally judged the awards internally, it had long been my intention to set up an external judging panel to bring in outside scrutiny and increase the rigour of the process. Though we have always put a lot of effort into drawing up the shortlists and selecting the winners, inevitably having knowledgeable outsiders keeps you on your toes, increases the focus on the process and makes it harder to be swayed by personal bias.

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Life after Sir Nigel – They built it, now what?

DLA Piper’s new head Simon Levine jokes about avoiding becoming the David Moyes to his high-profile predecessor’s Alex Ferguson, but you could make a stronger case that Sir Nigel Knowles’ transformative track record at DLA Piper is closer to making him the firm’s Tony Blair.

Knowles took over an institution amid a period of upheaval and had to fight to establish his authority, which he duly did with a mix of flair, charisma and vision. Because those qualities – not in abundance in the legal profession at executive level during the 1990s – were supported by astute operational point-men like Andrew Darwin, it proved an incredibly potent formula.

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The case against value – the virtue that can become vice

It’s the spirit of the age that law firms feel the need to not only deliver better value and efficiency but to be seen to do so by clients.

And what could be wrong with that? The northshoring trend has been increasingly apparent in recent years, with Freshfields Bruckhaus Deringer – the closest to a traditional partnership in the big four – now gearing up for a huge move to Manchester. Clifford Chance, meanwhile, has made much of its efficiency and push to align itself to clients, a stance clear under the leadership of David Childs and even more front-and-centre under Matthew Layton.

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