The right track

workers on a railway track

Everything seems to conspire to prevent all but the most adventurous and patient of investors from entering Angola. A room at the ‘four star’ Tropico hotel, a 1970s’ block in downtown Luanda, will set you back $500 a night. Once checked in expect to pay $10 for a two-litre bottle of drinking water, $6 for a beer and $20 for a sandwich. It’s not surprising that the capital Luanda is now one of the most expensive cities in the world. Working in Angola requires not only deep pockets but also patience and preferably a bit of Portuguese. Yet investors and their lawyers remain unperturbed, lured into oil-rich Angola by double-digit growth rates and growing investment opportunities.

Angola is a country of paradoxes, a stark contrast of boom town and abject poverty. Executives at the country’s national oil company Sonangol will travel to Lisbon to meet its lawyers because working in and travelling to Angola is so difficult. Despite the difficulties, with real GDP growth rates of 21% and 13% in 2007 and 2008 respectively, and major mandates on offer, international law firms are finding there is work to do in the country. Oil is at the heart of this growth, with revenues from the sector accounting for a massive 85% of the country’s GDP. Having overtaken Saudi Arabia and Iran to become China’s biggest oil supplier, Angola is also benefiting from a stream of multi-billion-dollar Chinese investments. Among them money from China has been paved into the reconstruction of the Benguela railway, much of which was destroyed in the recent civil war.

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Russian cases for Russian lawyers

Disputes from Russia and the CIS are an increasingly profitable area for Western firms, even for those without offices in the region. LB looks at how long the trend can continue

It’s a time bomb,’ says Dimitry Afanasiev, chairman of the Russian law firm Egorov, Puginsky, Afanasiev & Partners. ‘Given the fact that at some point some of these commercial contracts are going to blow up into a dispute then I think the English legal market is going to see Russian business for a long, long time.’ Continue reading “Russian cases for Russian lawyers”

Litigators of Russia – unite!

The Russian commercial justice system has suffered from image problems in the past, but recent court reforms and a boom in litigation look set to challenge this. LB investigates the impact on the domestic litigation market

In 2005, when Anton Ivanov was appointed chairman of Russia’s Supreme Court of Arbitration, the country’s highest commercial court, the domestic judicial system was blighted by accusations of political interference and corruption. It is fair to say that, for those seeking greater judicial independence within Russia and a broom to sweep away the court system’s perceived problems, Ivanov’s appointment wasn’t immediately seen as a great herald for change. For anyone hoping for an outsider, his arrival was an immense disappointment. Continue reading “Litigators of Russia – unite!”

Cracking up

As legal aid comes under the strain of budget cuts, pro bono work by commercial law firms is helping paper over some of the cracks, playing a critical role in helping to close the justice gap

It’s a scene far removed from Canary Wharf. In the offices of a small legal aid firm in Acton, two young children are playing at a desk with some dog-eared magazines while their dad talks to a lawyer. Their mother died last year and their Ghanaian father is living illegally in the UK. They’re homeless and living out of a suitcase in a B&B. Continue reading “Cracking up”

The New deal

The private equity dealmakers of the boom years have been shifted off the front pages. As the market shows signs of recovery, the US firms are challenging the established order

As private equity comes blinking into the light after a torrid couple of years, advisers are grappling with a new market, where leverage is a dirty word and once mighty European buyout houses look distinctly off colour. Continue reading “The New deal”

Rest in pieces

Reckless ambition, inept management and greed: a case study in how not to run a law firm

In February 2009, this magazine published a cover feature charting Halliwells’ dramatic fall from grace. Entitled ‘The Flight of Icarus’ (see LB191), it revealed how, through what proved to be a fatal combination of reckless ambition, ineptitude and greed, the firm’s management had scuppered what formerly ranked as one of the UK’s fastest growing and most promising names.

Thanks to a series of ill-judged strategic decisions – such as a controversial property deal that saw the equity partners share a secret £15m kickback – Halliwells had, in the space of a few short years, gone from being debt-free to teetering on the brink of financial collapse.

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A breath of fresh air

Over the course of the past decade renewable energy has become a mainstream part of the energy sector. With investment flooding into projects across Europe, domestic and international firms are connecting with a new revenue stream

In renewable energy the emphasis is on thinking big. From the chain of offshore wind farms forming around Britain’s coast, to the solar plants strung out across southern Spain, to an ambitious proposal to cover parts of the Sahara with solar panels, billions are being poured into myriad projects. As national governments scramble to meet the targets agreed by the EU — to produce 20% less carbon dioxide, improve energy efficiency by 20% and increase renewable energy to 20% of the energy mix — investors and their advisers are getting to grips with a rapidly evolving sector.

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Emerging targets

Mourant Ozannes’ merger this summer created another large fish in the global offshore pond. Firms now have to focus on clients from new economies to stay ahead

It was nearly a decade in the making. Jersey and Guernsey titans Mourant du Feu & Jeune and Ozannes announced their merger earlier this year but, for market observers, it was a tie-up that had been on the cards ever since Jersey and Guernsey rivals Carey Langlois and Olsens merged in 2003.

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Nerves of steel: Ireland

Bank of Ireland

As little as five years ago, the consensus was that Ireland was a mature legal market. In a failed experiment, UK firm Masons (legacy firm of Pinsent Masons) had packed in its projects and construction boutique after a mere six years, citing fierce market competition.

Certainly, despite the construction boom, the Irish legal market was an unlikely place for an international firm to launch: it already had its Big Five — Ireland’s Magic Circle — plus several more entrepreneurial firms sitting below them getting ready to pounce. With a population of less than five million, it was inconceivable that a newcomer could threaten their domination. Who would want to move into such a tightly held monopoly? Nobody seemed surprised when Masons moved out in 2004.

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Double vision

With the market recovering slowly, Ashurst’s new-look corporate management team has its work cut out. The duo not only has to build and retain market share, but also restore some much-needed morale to the firm’s transactional team.

In City parlance, Stephen Lloyd and Simon Beddow could be said to be buying at the bottom of the market. Ashurst’s new corporate heads, in place since July, have taken over a practice hit hard by the drop off in deal activity and by the firm’s own restructuring. Partners have been asked to leave the practice, while some of its best young talent has left of its own accord.

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Front Rowe

Claire Rowe took over as Shoosmiths’ chief executive a year ago, after the worst period of the firm’s recent history. Can she turn things around?

Shoosmiths’ chief executive Claire Rowe is no larger-than-life extrovert. She smiles politely; fields questions admirably; and gamely takes part in the photo shoot. But with her neat crib sheet and careful answers, it’s all a little too stage-managed. Yet she’s exactly what Shoosmiths needs right now: inscrutable, focused and serious. A year into taking on the role on 1 August 2009, Rowe is showing signs of turning things around for the firm after two years of poor financials and painful restructuring.

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Home rule: Romania

International firms in Romania don’t just face a weakened economy, they also face stiff competition from a host of major domestic rivals. Legal Business analyses a market in flux

Entering a new jurisdiction is never easy. On top of the start-up costs, the need to establish a strong team of local lawyers and a solid client base, there is also the tricky matter of timing. It can take up to two or three years of planning before you are finally able to put that new city onto your law firm’s website. By which time, the market that so attracted you in the first place might have altered drastically.

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Voyage of discovery: Portugal

The downturn in Portugal’s economy means that overseas markets, including Africa and Brazil, have become an even more valuable source of work for the country’s law firms

Since Portuguese sailors began exploring the West Coast of Africa almost 600 years ago, the country has forged a reputation for venturing into new, overseas territories. Today, the countries of lusophone Africa and Brazil provide manifold investment opportunities for Portugal’s major corporates and their advisers.

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Beyond the boundary: India

Despite a raft of international alliances and the growing globalisation of Indian business, the opening up of India’s legal market seems as far away as it’s been for the past 20 years

The managing partners of most international law firms would be happy if India’s legal market took a lead from cricket’s Indian Premier League (IPL). If that were the case the finest local legal talent would advise alongside rainmakers from the UK and US, with foreign lawyers able to practise on the ground in Delhi and Mumbai. It may not generate quite the same fervour as Sachin Tendulkar et al manage in the IPL’s Twenty20 games but throughout the past decade India has been a legal market to get seriously excited about.

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The life of Bryan

One year since he became Eversheds’ chief executive, Bryan Hughes is reshaping a business badly bruised by the downturn. Can he be the firm’s new messiah?

For a moment the persona slips. The studied slouch stiffens. The I’m-the-man-for-a-crisis composure loses its gloss a little. ‘We’ve got a fairly emotive brand for some reason; we do attract views,’ he sighs, getting worked up by the web commentariat or ‘the blogs’ as he calls them. ‘I don’t know if it’s a question of whether we’ve been too successful too quickly, or whether people see us as a threat, or whether we’re just big and therefore people want to put the boot in.’

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Appellation contrôlée

The European Court of Justice’s recent ruling on a seven-year fight between Google and LVMH could have significant effects on the use of trade marks in internet advertising. Legal Business examines the fallout from this landmark case

LVMH owns over 60 luxury global brands, including TAG Heuer watches and Louis Vuitton. The latter label, known for its monogrammed luggage, has just topped Millward Brown Optimor’s 2010 BrandZ Top 100 ranking of the world’s most valuable luxury labels for the fifth straight year, and is worth $19.8bn. Naturally, LVMH doesn’t take kindly to knock-off handbags flogged on street corners. Continue reading “Appellation contrôlée”

Firm mechanics

Eight years after its formative merger, Taylor Wessing remains divided. With a new strategy and rebrand in the offing, has the firm finally laid its integration demons to rest, or is it just a new logo and a different shade of green?

Modern law firms are complex machines. In a perfect, well-managed example, the inner workings click and whirr in seamless industry. At Taylor Wessing, the parts haven’t been put together properly. The engine needs some work.

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Changing tack

Amid leaner times in the Gulf and a flat economy in Dubai, international clients are moving their focus to other key Gulf states. LB canvasses the leading domestic and international firms and asks, what next?

In early 2012, the sailing dhows off the coast of Abu Dhabi will have some serious competition on their hands. The emirate is due to play host to the yachts of the round-the-world Volvo Ocean Race, in another sign of its growing profile and confidence on the world stage.

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Nordic rivals

As Finnish firm Roschier hires yet another partner in Stockholm, Legal Business reports on how world events and regional rivalries have transformed the approach and strategies of the Nordic legal profession

Rivalries are rarely more intense than the enmity between the Finland and Sweden ice hockey sides. Sweden took the plaudits in the recent Winter Olympics with a straightforward 3-0 win, but when it comes to legal market superiority, the Finnish have clearly roughed up the Swedes.

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Out of the shadows

Michael Greville is the leader of Watson, Farley & Williams, an under-the-radar UK mid-market firm that has been going through an identity crisis. The last few years have seen merger talks aplenty – both transatlantic and domestic – but organic growth is now firmly on the agenda

Some law firms have the ability to hog the media spotlight with a mere stub of a press release – think PR-savvy brands like DLA Piper and Eversheds. Other City stalwarts pride themselves on following a deliberately low-profile path, to the extent that by looking at its website you would never know that Slaughter and May even has a PR function.

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