Legal Business

Redundancy watch: Clyde and Eversheds confirm job losses as cuts keep coming

legal-business-default

The run of gloomy news regarding job cuts continues with Clyde & Co and Eversheds this week confirming job losses as 2013 looks set to rival the deep run of cuts at major law firms seen in 2009.

Clyde confirmed that it has made eight support staff redundant after a consultation earlier in the year. The top 20 UK law firm declined to confirm reports that it had separately made two senior associates redundant in its Manchester office.

Eversheds confirmed today (24 May) that 116 staff would be made redundant across the firm. This follows a redundancy consultation that placed 166 jobs at risk, including 82 fee earners, at the beginning of the year. This was the UK law firm’s sixth redundancy round since 2007.

In a statement the firm said: ‘Following the restructuring that we announced in January, the final number of redundancies that occurred across the firm was 116. This was significantly lower than the 166 positions that were put at risk as a result of the consultation exercise.

‘We have been able to redeploy a number of our people into other parts of the business. Where redeployment was not possible, significant outplacement support was offered to all affected.’

The run of announcements come as a series of major law firms have announced impending or actual job losses including Berwin Leighton Paisner (BLP), CMS Cameron McKenna, Osborne Clarke, DWF, Olswang and Farrer & Co.

BLP in particular attracted attention for last week announcing a sweeping consultation that put more than 100 jobs at risk. The 720-lawyer firm is tipped to see a sharp fall in profitability for its 2012/13 financial year.

On current form, 2013 looks likely to see more than 1,000 job losses at major UK law firms – the deepest run of cuts since 2009 when around 2,500 legal jobs were shed in the wake of the banking crisis.

As yet, one difference is that leading London law firms have largely avoided the kind of sweeping job losses seen in 2009, when Linklaters, Allen & Overy and Clifford Chance all made more than 100 staff redundant in the UK. With law firm leaders generally gloomy over prospects for the second half of 2013, few are expecting the run of job losses to be over.

David.stevenson@legalease.co.uk

Legal Business

Asia round-up: Bingham makes funds push in Tokyo while Eversheds launches in Beijing

legal-business-default

The lateral hire market has been particularly active in Asia this week, with some of the most established international players in the region losing experienced partners.

The most notable move came in Japan, where US firm Bingham McCutchen has added seven White & Case lawyers to its investment funds team in Tokyo.

The group is led by partners Christopher Wells and Tomoko Fuminaga. Wells was the head of White & Case’s Japanese investment funds and regulatory team and has 30 years’ experience of practising in Japan at Baker & McKenzie, Coudert and leading domestic firm Anderson Mori & Tomotsune.

Fuminaga, meanwhile, is a highly experienced bengoshi in White & Case’s banking and finance practice, which is top rated in The Legal 500 Asia Pacific.

‘The arrival of Chris and Tomoko further enables us to provide the best on-the-ground capabilities in Tokyo for domestic and international institutional investors, as the Japanese market has seen recent progress under the new Japanese administration,’ said Hideyuki Sakai, Tokyo managing partner at Bingham.

Norton Rose has also lost a funds partner, Daniel Yong, to domestic Singaporean firm Stamford Law this week. While at Norton Rose, Yong was a corporate partner and went on to lead the office’s investment funds practice.

Yong also practised at Duane Morris, Lovells and Jones Day. Recent experience includes establishing a $1bn private equity fund investing in PRC real estate assets and a $150m clean energy fund.

‘He enhances our capabilities in advising funds clients across the region, is highly experienced and understands the many complex issues that funds and private equity clients face when investing in Asia,’ said Lee Suet-Fern, senior director of Stamford Law.

Elsewhere in Singapore, UK firm Ince & Co has bolstered its energy team with the hire of Martin David from DLA Piper. He joins the firm as head of energy for Asia, having previously led DLA’s Asia finance and projects group. After originally training as an engineer, Martin also worked at Linklaters and left for DLA in 2008 to become managing partner of its Singapore office.

‘Martin’s considerable knowledge of international finance and projects experience will contribute significantly to the firm’s continued growth and success in Asia and more widely,’ said Jeremy Farr, global head of Ince & Co’s energy practice.

However, the most interesting move comes from China, where US firm Morgan Lewis has lost its Beijing co-head Ingrid Zhu-Clark, who has moved to Eversheds, where she will become managing partner of its Beijing office. Zhu-Clark becomes the first to leave of the crop of 20 partners that joined Morgan Lewis from Dewey & LeBoeuf less than a year ago, where she was managing partner of its Beijing office. Before joining legacy firm LeBoeuf Lamb Greene & MacRae, she was at Lovells’ Beijing office.

The arrival of Zhu-Clark heralds the launch of Eversheds’ Beijing office, which opens on 20 May after the firm obtained a licence to practise at the end of last year. It will be run by Zhu-Clark along with corporate lawyer Jay Ze.

In terms of new office openings in the region, the biggest splash was made by highly profitable disputes boutique Quinn Emanuel Urquhart & Sullivan, which announced a Hong Kong arbitration practice this week, shortly after unveiling a new office in Sydney. For more on this story, click here.

david.stevenson@legalease.co.uk

Legal Business

Pinsents launches flexi-lawyer service for clients

legal-business-default

Pinsent Masons is set to launch a contract lawyer service that will provide clients with access to lawyers on a temporary basis as and when they are needed.

‘Vario’ will offer in-house teams a group of freelance lawyers with a variety of experience to cover anything from fixed-term projects to maternity leave. The move follows clients’ increased demand for flexible lawyers and addresses the core issues of resource, cost and skills that often affect the in-house legal teams.

Pinsents partner Alison Bond, who heads Vario, said: ‘Clients are increasingly asking for access to flexible resources. However, we wanted to take the idea a step further and launch the next generation of this type of service.

Legal Business

Growth in LB100 regional peer groups half that of London

legal-business-default

The capital has extended its position as the most buoyant legal market in the UK, with midsize London law firms continuing to outpace their regional rivals, notching up an average 10% increase in organic revenue this year compared to just a 5.5% revenue rise for non-London firms.

The South, North and Scottish regions are among the worst performing markets for LB100 firms this year, with firms in those regions increasing revenue on average by just 1%, 5% and 5% respectively.

Legal Business

Eversheds boosts construction practice with McGrigors team

legal-business-default

Eversheds has bolstered its Manchester offering with the hire of an eight-lawyer contentious construction team from McGrigors just months before the Scottish firm is due to tie the knot with Pinsent Masons.

McGrigors’ Manchester chief David Moss and construction disputes partner Paul Giles joined Eversheds in March, along with six additional lawyers. The team provides combined expertise in the energy and utilities sectors.

Legal Business

The life of Bryan

legal-business-default

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.’