Legal Business

Simmons & Simmons creates general counsel position to ‘prevent unpleasant surprises’

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City firm Simmons & Simmons has created a general counsel (GC) post, filled by UK employment chief Simon Watson, to handle the firm’s regulatory obligations, partner relations and litigation.

Watson, who assumes the role on 1 May 2016, will vacate his roles as UK and international head of employment, pensions and incentives to become Simmons & Simmons’ first GC. Replacements for his current roles are yet to be announced.

With the firm having closed its Abu Dhabi and Rome offices in the past year, Watson will review the current structure of the business. ‘We’re a unified partnership but, mostly because of regulatory responsibilities, we have different entities in different regions,’ Watson told Legal Business. ‘I will analyse whether our current structure works as effectively as it can and that we are as tightly managed as we can be.’

Watson will take responsibility for all risk management, including regulatory management, conflict management and insurance, and become the focal point for office openings and closures as well as partner arrivals and exits. ‘Were the firm to ever do a merger the legal issues as to how the merger was accomplished and the agreements giving legal effect to a merger would also be my responsibility,’ he added.

‘Hopefully what the creation of the GC role does, like any legal advice, is to prevent unpleasant surprises. Of course, the doing of business involves risk, but you’d rather know the risks in advance rather than confront them before it’s too late. Legal advice works best when there is a trusting relationship so more than just the legal issues get bounced off someone. I understand the history of Simmons & Simmons and that will help me frame my advice.’

The overhaul of governance at the firm follows the resignation of the firm’s director of risk management, Chris Andrews.

Simmons managing partner Jeremy Hoyland added: ‘Simon’s extensive experience as a leading lawyer, as well as his commercial acumen, will be invaluable in shaping the ways we do business in an increasingly complex environment. As the firm’s first general counsel, he will be integral to the future development of the firm.’

tom.moore@legalease.co.uk

Legal Business

Asia insight: Anti-corruption – Hunting dragons

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Following our report last year on anti-corruption investigations in Asia, we teamed up with Simmons & Simmons to host a round table discussion and dinner for in-house lawyers to debate the subject in Hong Kong.

In common with in-house lawyers everywhere, our guests have found anti-corruption, bribery and investigations to be an increasing and more compelling part of their workload, notwithstanding the fact that the burden is often shared by compliance and risk departments.

Legal Business

Simmons & Simmons to quit Abu Dhabi as firm consolidates in the Middle East

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Simmons & Simmons is the latest firm to shake up operations in the Middle East, closing its Abu Dhabi office in a move which affects five lawyers including three partners.

The firm said in a release that ‘following a detailed review’ it was consolidating, and would service clients from an ‘enhanced offering’ in Dubai, its largest office in the region.

It added: ‘Ultimately, the location of our offices is determined by the key markets for clients in our sectors.’

Simmons said the partners affected will relocate to Dubai and to the UK, while associates and some other staff had been offered the opportunity to relocate to other offices.

The exit follows the retreat of both Herbert Smith Freehills (HSF) and Latham & Watkins from Abu Dhabi. Mid-way through last year HSF moved its six lawyer team from the capital to Dubai just six years after opening, while Latham said in March 2015 it would shut two offices in the Middle East. The US firm choose to relocate 11 lawyers across Abu Dhabi and Doha to Dubai.

Villiers Terblanche, the managing partner of the firm’s Dubai, Abu Dhabi and Doha offices said at the time: ‘In the last five years we have seen the legal market develop quite dramatically – our clients across the region use us increasingly regardless of the location of our lawyers and instead on experience, track record and market knowledge.’

victoria.young@legalease.co.uk

Read more on the region in the feature: ‘The Middle East: After the gold rush’

Legal Business

Quinn Emanuel and Simmons win for Blackstone fund and Barclays in first financial list decision

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Quinn Emanuel Urquhart & Sullivan and Simmons & Simmons have beat Stephenson Harwood in the first judgment delivered on the financial list since the specialist court opened late last year.

The three firms advised on the dispute between Blackstone fund GSO Credit, Barclays Bank and HCC International Insurance Company after the parties took different views on meaning of terms in documentation published by the Loan Market Association (LMA). While GSO had formally sued Barclays, the pair essentially agreed on the meaning and effect of the trades, and Barclays took action against insurer HCC.

Quinn represented GSO Credit, with London co-managing partner Richard East and Robert Hickmott leading, and instructed Tom Smith QC and Andrew Shaw of South Square.

Defendant Barclays turned to Simmons & Simmons partner Richard Bunce, and instructed Bankim Thanki QC and Rupert Allen of Fountain Court Chambers.

Stephenson Harwood litigator Stephen Roberts advised third party HCC International Insurance Company, alongside Guy Philipps QC, also of Fountain Court Chambers.

Until recently, English courts’ financial cases have been dealt with by both the Commercial Court and the Chancery Division. But in July 2014 the Lord Chief Justice announced that the judiciary would examine what more it could do to meet the needs of court users in financial cases.

The financial list was launched for claims linked to the financial markets, which were worth over £50m or which require particular expertise in financial markets or raise issues of general. These could include transactions in the fixed income, equity, derivatives, loan, FX and commodities markets, as well as complex banking transactions and sovereign debt. The judges are drawn from both the Commercial Court and the Chancery Division.

At the Institute of Commercial and Corporate Law Annual Lecture 2016 earlier this month Sir William Blair, the judge in charge of the Commercial Court, said: ‘So far, the list appears to be operating well, and by the end of 2015, as well as two existing cases which were transferred in, eight new claims had been commenced in the list.’

jaishree.kalia@legalease.co.uk

For more on this topic see: ‘The end of the tunnel – litigation and regulatory challenges in financial services.’

 



Legal Business

‘Tight controls’: LLP filings show strict financial management helps boost Simmons profitability

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Benefitting from a resurgence of financial work in the City in 2014/15, Simmons & Simmons acted prudently to boost its profitability and reduce debt, its LLP filing shows.

In its latest accounts with Companies House the firm said despite revenue surging 8% for the 12 months to 30 April 2015 to hit £288.9m it continued to ‘maintain tight controls on costs, with a particular focus on lock-up management’. This turnover rise was generated with fewer staff, as total headcount across Simmons’ network dropped 5% from 1,428 to 1,363 last year.

This, combined with a string of highly profitable litigation instructions and a barrage stemming from the implementation of the Alternative Investment Fund Managers Directive (AIFMD) in the UK to limit the leverage of funds, resulted in profits available for partner distribution increasing 22% to £77.2m last year.

The top earner at the firm pocketed £1.2m during the financial year, up 20% on the £1m achieved by the highest-earning member in 2013/14. This figure in the LLP accounts does not necessarily equate to the highest paid equity partner and can relate to ‘golden handshakes’ to retiring members.

While partners were rewarded for their improved performance and investment arrived in the form of a Luxembourg launch in early 2015 targeting financial services work, a large slice of the higher income went towards paying off debt. Net debt at the end of April 2015 was down by £2.2m on the year before at £22.6m.

The financial markets group, which accounted for 40% of firm revenues last year, netted an additional £10m to achieve £115.5m in income during 2014/15. The dispute resolution group made strong gains too, rising 13% to £93m.

The corporate and commercial group was the only practice group to report a dip in revenue, nearly £2m down at £57.7m. Managing partner Jeremy Hoyland recently told Legal Business that the group continues to struggle and has set out plans to shift the firm’s focus and resources away from corporate work towards faster-growing areas such as investigations, regulatory, IP, fintech and real estate funds.

Recent LLP filings from other firms show the highest paid member at DLA Piper took home almost £2m, while at Stephenson Harwood the figure was £1.3m during the last financial year, and at Fieldfisher the payout was £1.24m.

tom.moore@legalease.co.uk 

Legal Business

‘I’m less and less keen on the generalists’: Simmons posts modest half-year revenue rise as firm targets high-growth sectors

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Reduced commercial activity has slowed growth at Simmons & Simmons after a record-breaking 2014/15, with the firm reporting a modest 1% rise in revenue for the first half of the current financial year.

The UK top 20 firm posted a £2m increase in turnover to £142m for the first half of 2015/16, which represents a 9% increase on half-year revenue over two years, with income for the first half of 2015/16 up £12m on the £130m logged for the first six months of 2013/14.

Simmons managing partner Jeremy Hoyland told Legal Business: ‘I use the word solid – that’s how I see it – it’s not spectacular. Last year we had a big bounce and we’ve matched that and improved on it.’

With its fortunes tied to its large financial services client base, Simmons brought an end to a period of slow growth with record revenues during 2014/15. Income was up 8% to £290.1m, while profits per equity partner soared by nearly £100,000 to hit a new high of £649,000.

But with expansion across its network, particularly in continental Europe where the firm has recently launched in Luxemburg and moved into larger premises in Milan and Düsseldorf, Hoyland admits stronger revenue growth is needed to meet costs and ensure greater profitability. ‘We’ve got quite a lot of infrastructure costs coming through and obviously we need income growth to grow profits – but 1% isn’t going to do that.’

In a mixed set of results, Simmons saw improvements in transactional activity across France, Germany, the Netherlands and Spain but was negatively impacted by trading conditions in the Middle East, with instability in the region and tumbling oil prices hitting workloads in the region. Hoyland said that ‘the continent will continue to come back so that should offset some of the negative impacts we’re seeing elsewhere’.

As last year’s growth was fuelled by a barrage of financial regulatory mandates, in particular the work generated by the implementation of the Alternative Investment Fund Managers Directive in the UK in late 2013 to limit the leverage of funds and a boom in transactional work, Hoyland expects the firm’s shift towards contentious work to pay dividends.

With the firm having captured a string of high profile mandates recently, including defending RBS against a £800m claim from a property tycoon over alleged damages caused by interest rate rigging, Hoyland says Simmons is ‘starting to see some shifts in the balance of the firm’.

Because the firm’s transactional finance work is ‘quieter’ than in the past, Hoyland says Simmons is moving resource into faster-growing areas such as investigations, regulatory, IP, fintech and real estate fund work.

Hoyland concluded: ‘We’re looking to bring partners in and shift the balance of the firm towards those strong areas. I’m less and less keen on the generalists and non-sector focused activities. We need to get as much of our resources focused on sectors. Being all things to all people is not what the clients want.’

tom.moore@legalease.co.uk

Legal Business

Simmons & Simmons picked to defend RBS against £800m rate-rigging claim

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The Royal Bank of Scotland (RBS) has instructed Simmons & Simmons to defend a £800m claim from former Sheffield lawyer turned property mogul Glenn Maud over alleged losses from Euribor rigging.

Maud launched legal action in London’s High Court over a finance package signed in 2008 to buy Spanish bank Santander’s global headquarters for £1.5bn. He purchased the property through his Spanish property vehicle Marme Inversiones and RBS led on the finance package alongside ING Bank, HSH Nordbank, Bayerische Landesbank, and Caixa D’Estalvis.

One of the biggest claims in London over Euribor rigging, Maud alleges RBS knew it was manipulating the European interest rate benchmarks and as such should be paid ‘damages for fraudulent or negligent misrepresentation or deceit’ for the interest rate swaps he entered into.

The British bank was part of a group, including Citigroup and JP Morgan, fined what was a record €1.7bn by the European Commission over the benchmark interest rate rigging cartel in late 2013.

RBS denies the allegations and has hired Simmons & Simmons partner Richard Bunce to spearhead its defence. The four other banks involved in the deal are also named as defendants in the claim and have instructed Allen & Overy partner Andrew Denny to defend them.

Bunce has instructed 3 Verulam Buildings’ Adrian Beltrami QC and Laura John as counsel, with Denny picking Fountain Court’s Tim Howe QC and Adam Sher for the other defendants.

Kobre & Kim’s founding partner Michael Kim, alongside partners Stephen Hayes, Andrew Stafford QC and Simon Cullingworth are bringing the claim for Maud. The firm has instructed 4 Stone Buildings’ Richard Hill QC and Alastair Tomson as counsel.

Simmons was recently picked by Barclays to advise on its recent Financial Conduct Authority (FCA) inquiry into deals for wealthy clients, which resulted in a £72m fine for the bank in November.

tom.moore@legalease.co.uk

Legal Business

The end of the tunnel – litigation and regulatory challenges in financial services

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Legal Business teamed up with Simmons & Simmons to discover how financial institutions are coping with the twin threats of regulation and litigation, and assess whether the end is in sight.

If there was ever any doubt about what might be in store for the Volkswagen Group following its recent emissions scandal, a glance at the banking industry over the last five years offers a sobering clue.

Legal Business

‘Wholly unacceptable’: Simmons & Simmons advises as Barclays hit with record FCA fine

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Barclays turned to Simmons & Simmons for advice during a recent Financial Conduct Authority (FCA) inquiry into deals for wealthy clients, which resulted in a £72m fine for the bank last week.

The FCA said Barclays ‘went to unacceptable lengths to accommodate’ a number of ‘ultra-high net worth clients’ in a £1.9bn deal arranged and executed by the bank during 2011 and 2012. The £72m penalty is the largest fine ever imposed by the FCA and its predecessor the FSA for financial crime failings. 

The regulator found that clients involved were ‘politically exposed persons’, which meant they should have been subject to ‘enhanced levels of due diligence and monitoring’ by Barclays.

The FCA concluded that the bank chose not to follow standard procedures and failed to adequately oversee Barclays’ handling of the financial crime risks associated with the business relationship.

Barclays agreed to keep details of the transaction strictly confidential, even within the bank, and even agreed to indemnify the clients up to £37.7m if it failed to comply with confidentiality restrictions. Few people knew of the existence and location of the bank’s due diligence records that were stored on hard copy and not in Barclays’ systems.

Winning the mandate is a major coup for Simmons financial services regulatory team as Barclays’ investigatory and regulation focused work is typically outsourced to Clifford Chance (CC), which has the leading role advising Barclays on FCA-led Forex investigations.

Clifford Chance also advised Barclays on a £5.8bn rights issue back in 2013, and led for the bank during a Competition Markets Authority probe in 2014.

However, Simmons has retained a spot on the bank’s preferred legal adviser panel, which was cut by around 30% last year.

The firm also hired Barclays’ M&A chief Khasruz Zaman, who left the bank after a decade in its Canary Wharf HQ for Simmons’ London corporate team.

While firm refused to comment on the mandate, its financial regulatory investigations team includes partner Richard Sims, who previously served at the enforcement division of the Financial Services Authority.

Barclays agreed to settle at an early stage of the FCA’s investigation and subsequently qualified for a 30% discount, which does not apply to the £52.3m in revenue that Barclays generated from the deal, which has been disgorged as part of the overall penalty.

FCA director of enforcement and market oversight Mark Steward said: ‘Barclays ignored its own process designed to safeguard against the risk of financial crime and overlooked obvious red flags to win new business and generate significant revenue. This is wholly unacceptable.

Firms will be held to account if they fail to minimise financial crime risks appropriately and for this reason the FCA has required Barclays to disgorge its revenue from the transaction.’

A senior partner at a City firm said: ‘This is another example of a misjudgement having very serious consequences. We will see regulators bashing people for making serious mistakes.’

sarah.downey@legalease.co.uk

 

 

Legal Business

The Disputes Yearbook: Simmons’ Passmore on the flow on effects of Three Rivers

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In June this year, the Hong Kong Court of Appeal held that the English Court of Appeal decision in Three Rivers (No.5) does not represent Hong Kong law. This is, of course, the 2003 English Court of Appeal decision well-known for the challenges it presents companies who wish consultations with their legal advisers to benefit from the protection of legal advice privilege.

While the Hong Kong decision – Citic Pacific v Secretary for Justice and Commissioner of Police – will be of little precedent value before the English Courts – and indeed will throw up additional challenges on cross-border matters – it says something that a Special Administrative Region within the People’s Republic of China (albeit one whose jurisprudence is firmly based upon and steeped in the English common law, and whose courts still regard England’s higher court decisions as being of strong persuasive authority) can be guided by ‘rule of law’ principles to reach a decision that is long overdue in the very jurisdiction from which the concept of privilege originated. How has this state of affairs come about?

The Three Rivers (No.5) decision has been treated as meaning that preparatory communications made with or by other representatives of the client, not being those who have been deputed to seek legal advice on the company’s behalf, will be outside the scope of legal advice privilege, even if those communications were intended for submission to the client’s lawyers or prepared at their request in order to enable legal advice to be sought or given. In other words, for the purposes of legal advice privilege, the ‘client’ is a narrowly focused group of individuals within the wider client entity such that the only communications protected by advice privilege are those (a) prepared by this narrow group; (b) addressed to the lawyers; or (c) received by this narrow group from the lawyers.

Citic concerned the execution of search warrants authorising the seizure of a large number of documents held by Citic in relation to its forex trading and various related trading announcements. A blanket claim of privilege was made in respect of the documents thereby seized. One particular category which, by applying Three Rivers (No. 5), Wright J held was not protected by privilege, concerned documents relating to the gathering of information from ‘third parties’, being employees of the plaintiff other than those in the group legal department.

The Court of Appeal thought the ‘rule of law’ rationale of privilege as considered by the House of Lords in Three Rivers (No.6) was equally applicable in Hong Kong as it was ‘perfectly consonant with [privilege] being constitutionally protected [in Hong Kong, under the Basic Law] to reinforce the rule of law as a core value in our society’. The court held that that value was in effect undermined by the Three Rivers (No.5) ‘client’ approach to privilege. Accordingly, the Hong Kong Court’s view was that it is meaningless to have a right to confidential legal advice if the protection is confined to direct communications seeking and setting out that advice. Overturning Wright J’s decision, it held: ‘Lawyers need to have the relevant information from their clients before proper advice can be given. Thus, it is a necessary incident of the right to confidential legal advice that the whole process is protected by privilege so as to safeguard the confidentiality.

In the context of a corporation, where the necessary information may have to be acquired by the management from employees in difference departments or at various levels of the corporate structure, there is a need to protect the process of gathering such information for the purpose of getting legal advice… it is unlikely that a small group of employees within the legal department of a corporation would be likely to have all the technical knowledge or skills that may be required to obtain information for, and put together, suitable instructions for the corporation’s lawyers. To adopt a restrictive definition of who constitutes the client in such circumstances would be just as likely to impinge upon the ability of the corporation to seek and obtain meaningful and useful legal advice, since it might well discourage those defined as the client for the purposes of legal professional privilege from seeking the input or assistance of other employees who might be better qualified or able to provide it.’

So, where does this leave us? It is now clear (subject to any appeal to the Court of Final Appeal) that Three Rivers (No.5) does not represent the law in Hong Kong (nor indeed in Singapore and other common law countries), thus leaving the English position somewhat out on a limb. It by no means follows that the English courts will follow suit, although one hopes it may cause them to stop and think – not least because of the problem practitioners handling cross-border matters between Hong Kong and England now face, namely two competing approaches to advice privilege that cannot lead to the same result in both courts.

Colin Passmore is the senior partner of Simmons & Simmons.

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