Your Chance to Get Involved in the Biggest Commercial Conversation in a Generation
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Stephen Andrew Foster Education
Stephen Foster CV STEPHEN ANDREW FOSTER EDUCATION . BA (First class honours), Engineering, Trinity Hall, Cambridge (1976) . MA (Cantab) (1978) . CEng (1987) AFFILIATIONS . Member of the Institution of Civil Engineers . Member of the British Geotechnical Association Member of the Midland Geotechnical Society . EXPERIENCE 2002 – PRESENT - DIRECTOR - RAISON FOSTER ASSOCIATES Director of a small Geotechnical Consulting Engineer, providing specialist geotechnical advice and design to a range of clients within the construction industry. Principal Current Areas of Specialisation Pile and retaining wall design, slope stability, settlement analysis, earthworks and general geotechnical design. Projects include major transport infrastructure works, basement retaining walls and stability problems. Clients range from major consulting engineers to a variety of specialist contractors. Selected Projects Dover Harbour Berth No.6 replacement. Flint & Neill. Geotechnical assessment of the re-use of existing piled and offshore foundations for a replacement roll-on/roll-off ferry berth. A30 west approach to Beauharnois Bridge, Montreal, Canada. Arup. Embankment design for an earthworks element of a major highways project. Embankment design and construction governed by sensitive marine clays. Options included use of lightweight fill, toe berms and staged construction. London NW1 Euston Road, Unison HQ. May Gurney. Design of contiguous pile walls to a basement excavation in central London adjacent to highways, main services and existing structures. London NW1, Gloucester Avenue. Ramaza Properties. Design of a contiguous pile wall to allow a basement excavation adjacent to Camden Railway Sidings. Jersey, La Collette, Energy from Waste Plant. Amplus. Design of heavily loaded mini-piles on a reclaimed coastal site to support the structures for a new waste plant. -
REAL ESTATE TEAM of the YEAR Sponsored by Edwards Gibson CLIFFORD CHANCE/EVERSHEDS SUTHERLAND/NETWORK RAIL NICHOLAS BARTLETT, CATHY CRICK, ANGELA KEARNS
The Project Condor legal team with Jon Vivian of Edwards Gibson REAL ESTATE TEAM OF THE YEAR Sponsored by Edwards Gibson CLIFFORD CHANCE/EVERSHEDS SUTHERLAND/NETWORK RAIL NICHOLAS BARTLETT, CATHY CRICK, ANGELA KEARNS SEAMLESS COLLABORATION ON A GAME-CHANGING TRANSACTION Described by the FT as ‘one of the largest ever UK real estate deals’, lease seen in the real estate market’. Clifford Chance joined in March this trio of legal teams combined seamlessly on Project Condor – 2018 ‘given the complexity of the transaction and the number Network Rail’s sale of its commercial real estate, comprising 5,200 and calibre of bidders interested in the portfolio’ – and led on properties, for £1.45bn to Blackstone and Telereal Trillium. negotiations with bidders, financing and regulatory issues. Cathy Eversheds advised Network Rail, working on Condor for three Crick, general counsel (property) for Network Rail said: ‘Eversheds years designing the structure and template: managing the bidding Sutherland and Clifford Chance proved to be the perfect combination process from 130 interested parties down to one; using AI for of advisers to deliver the most complex real estate transaction in the exchange and completion; and ‘drafting possibly the most complex history of the railway.’ HIGHLY COMMENDED issues surrounding privacy and security TAYLOR WESSING BURGES SALMON/ specific to the PRC. MARK RAJBENBACH TRANSPORT FOR LONDON Advising InTown Group on the acquisition PHILIP BEER, KATIE SULLIVAN FLADGATE of 20 UK hotels and the associated Law firm and in-house team collaborated NICK MUMBY management platform from Apollo fully on the Albert Island regeneration in Advising Hodson Developments on the Global Management for more than The Royal Docks, one of the last big GLA acquisition, financing and development £700m – InTown’s first venture into sites awaiting transformative regeneration. -
The Charter – a Short History
The Charter – a short history The Mindful Business Charter was born out of discussions between the in house legal team at Barclays and two of their panel law firms, Pinsent Masons and Addleshaw Goddard, along the following lines: The people working in their businesses are highly driven professionals; We do pressured, often complex, work which requires high levels of cognitive functioning; We thrive on that hard work and pressure; In amongst that pressure and hard work there is stress, some of which is unnecessary; When we are stressed we work less productively, and it is not good for our health; and If we could remove that unnecessary stress, we would enable people to work more effectively and efficiently, as well as be happier and healthier. They also recognised that the pressure and stress come from multiple sources, often because of unspoken expectations of what the other requires or demands. Too often lawyers will respond to requests for work from a client with an assumption that the client requires the work as quickly as possible, whatever the demands that may make on the individuals involved, and whatever the impact upon their wellbeing, their families and much else besides. The bigger and more important the client, the greater the risk of that happening. The development of IT has contributed to this. As our connectivity has increased, there has been an inexorable drift towards an assumption that simply because we can be contactable and on demand and working 24/7, wherever we may be, that we should be. No-one stopped to think about this, to challenge it, to ask if it was what we wanted, or what we should do, or needed to do or if it was a good idea, we just went with the drift, perhaps fearful of speaking out, perhaps fearful that if we took a stand, the client would find another law firm down the road who was prepared to do whatever was required. -
General Counsel Career Track an Eversheds Sutherland Research Report General Counsel Career Track an Eversheds Sutherland Research Report
General Counsel Career Track An Eversheds Sutherland research report General Counsel Career Track An Eversheds Sutherland research report Contents Foreword 3 Introduction 4 Characteristics of existing General Counsel 5 What the GCs said: advice to succeed 8 The views of aspiring General Counsel 14 The way forward: some suggestions 17 In-house legal competencies framework 18 Profiles illustrating different in-house career paths 20 Acknowledgements 28 General Counsel Career Track An Eversheds Sutherland research report Foreword In the last twenty years the role of General Counsel has become more prevalent and at the same time, it has increased in influence and scope. Much has been written about this pivotal role - the independent voice on, or close to, a company’s board and yet very little has been written about how to reach what some may consider their ultimate career goal. As the role has expanded from managing a legal team As a former General Counsel I have long been an to encompassing secretariat, governance, risk, advocate for the position, recognising the great compliance and potentially a range of other central breadth and variety that the role offers and the functions, the experience and skills required to opportunity to become involved in a broad range of succeed have changed. Identifying the attributes of strategic and commercial activity. However, I have also some of the country’s most successful General witnessed highly competent in-house counsel Counsel will be helpful, but as the role expands to become too specialised either by sector or role and meet a changing work and regulatory environment, miss out on management positions by not being skills and attributes that have been valued and effective sufficiently prepared for their next promotion. -
Download the Full Annual Report and Financial Statements 2020
DWF Group plc Group DWF Annual report and financial statements 2020 Built for strength and resilience DWF Group plc Annual report and financial statements 2020 DWF Group plc Annual report and financial statements 2020 Our purpose Our purpose is to transform legal services through our people for our clients. That’s why we are transforming our own business, with technological innovation, outstanding sector specialists and advanced working practices. This translates into an entirely new, resilient, business model that benefits from significant recurring revenues from institutional clients in our key industry sectors of Insurance, Financial Services and Real Estate. While the current environment is unprecedented, the Board is confident that the Group is well placed to continue to provide best service to our clients and benefit from future opportunities when the business environment normalises. We are built for both strength and resilience. Strength and resilience are directly interlinked within DWF, throughout this report, this icon highlights examples of how we put this in to practice. For the latest new releases and video presentations please see dwfgroup.com DWF Group plc Annual report and financial statements 2020 01 Highlights Solid performance report Strategic Revenue Revenue per partner1 Cost to income ratio2 Governance £297.2m £784.3k 42.6% +10.9% -9% -0.1ppts Operating Profit Underlying adjusted EBITDA3 Reported PBT statements Financial £22.2m £21.8m £18.2m +46% -22% +40% Underlying adjusted PBT4 Gross profit margin Net debt5 Other information £13.8m 47.9% £64.9m -32% -5.6ppts +£29.6m 1. Revenue per partner is calculated by dividing revenue by the FTE number of partners at the end of the financial year. -
Guest List for Birmingham
Guest list for Birmingham Job title Company name Finance director Alsters Kelley HR advisor Anthony Collins Solicitors HR coordinator Anthony Collins Solicitors Resourcing and talent lead Anthony Collins Solicitors Head of HR Anthony Collins Solicitors Bid executive Anthony Collins Solicitors Head of HR Bailey Wright & Co Solicitors Head of BD and marketing Barker Brettell LLP Training and events executive Birmingham Law Society Administrator and events assistant Birmingham Law Society Head of operations Birmingham Law Society Business development manager Blackhams Solicitors Head of HR Brethertons Partner Brethertons HRBP DLA Piper HR business advisor DLA Piper Senior marketing manager DLA Piper Business development manager DLA Piper Marketing and BD manager DLA Piper Senior marketing executive DWF Senior marketing manager DWF Legal PA Eversheds Sutherland Internal recruitment consultant Eversheds Sutherland HR advisor Eversheds Sutherland Internal recruitment consultant Eversheds Sutherland Senior HR business partner Eversheds Sutherland HR business partner Eversheds Sutherland Internal recruitment consultant Eversheds Sutherland Client and marketing lead EMEA Eversheds Sutherland Marketing executive Eversheds Sutherland Senior manager Eversheds Sutherland BD and marketing manager Eversheds Sutherland Videographer Eversheds Sutherland Digital designer Eversheds Sutherland Digital marketing executive Eversheds Sutherland Client communications executive Eversheds Sutherland Communications executive Eversheds Sutherland Digital marketing -
Eversheds Sutherland History Eversheds Sutherland Is One of the World's Largest Corporate Law Firms
Eversheds Sutherland history Eversheds Sutherland is one of the world's largest corporate law firms. Committed locally, but connected globally, with offices based in the world's major economic centres, with a proven track record of delivering consistently high quality legal services across jurisdictions. EVERSHEDS ESTABLISHED Eversheds established 1988 Eversheds established by Alexander Tatham in Manchester; Broomheads in Sheffield; Daynes Hill & Perks in Norwich and Eversheds & Tomkinson in Birmingham. REGIONAL GROWTH Regional growth 1988 The merger of Ingledew Botterell Roche & Temperley in Newcastle and Derby. REGIONAL GROWTH Regional growth 1989 Merger of Wells & Hind in Nottingham. REGIONAL GROWTH Regional growth 1989 Merger of Philips & Buck in Cardiff. REGIONAL GROWTH Regional growth 1990 Merger of Hepworth & Chadwick in Leeds. REGIONAL GROWTH Regional growth 1991 Merger with Turner Martin & Symes in Ipswich. NAME REBRAND Name rebrand 1992 'Eversheds' added as prefix to each member firm's name. REGIONAL GROWTH Regional growth 1994 Merger of Holt Philips in Bristol. NAME REBRAND Name rebrand 1995 Regional UK firms drop their own names to rebrand as one firm - Eversheds. NATIONAL AND INTERNATIONAL GROWTH National and international growth 1995 Joining of Jacques & Lewis in London and Brussels. REGIONAL GROWTH Regional growth 1996 Joining of Waltons & Morse in the London office. REGIONAL GROWTH Regional growth 1997 Merger of Wilkinson Maughan in the Newcastle office. INTERNATIONAL GROWTH International growth 1998 Joining of Sandal Lunoe in Copenhagen. NATIONAL AND INTERNATIONAL GROWTH National and international growth 1998 Joining of Frere Cholmeley Bischoff in London, Paris, Sofia and Moscow. REGIONAL GROWTH Regional growth 1998 Joining of Palmer Wheeldon to our Cambridge office. -
Class & Group Actions 2018
ICLG The International Comparative Legal Guide to: Class & Group Actions 2018 10th Edition A practical cross-border insight into class and group actions work Published by Global Legal Group, in association with CDR, with contributions from: Arnold & Porter Kaye Scholer LLP J. Sagar Associates Baker Botts L.L.P. Josh and Mak International Blake, Cassels & Graydon LLP Lin & Partners Attorneys-at-Law Clayton Utz Linklaters LLP Cliffe Dekker Hofmeyr Mori Hamada & Matsumoto Clifford Chance Munari Cavani Studio Legale De Brauw Blackstone Westbroek N.V. Norton Rose Fulbright Drinker Biddle & Reath LLP Russell McVeagh Eversheds Sutherland Ltd. Squire Patton Boggs Fangda Partners Yigal Arnon & Co. The International Comparative Legal Guide to: Class & Group Actions 2018 General Chapters: 1 EU Developments in Relation to Collective Redress – Alison Brown, Arnold & Porter Kaye Scholer LLP 1 2 International Class Action Settlements in the Netherlands since Converium – Contributing Editors Jan de Bie Leuveling Tjeenk & Dennis Horeman, De Brauw Blackstone Westbroek N.V. 5 Ian Dodds-Smith & Alison Brown, Arnold & Porter 3 Deal or No Deal? Increased Judicial Scrutiny of Class Action Settlements in the U.S. – Kaye Scholer LLP Bradley J. Andreozzi, Drinker Biddle & Reath LLP 13 Sales Director Florjan Osmani Country Question and Answer Chapters: Account Director Oliver Smith Sales Support Manager 4 Australia Clayton Utz: Colin Loveday & Andrew Morrison 18 Toni Hayward Editor 5 Belgium Linklaters LLP: Joost Verlinden & Michiel Vanwynsberghe 26 Caroline Collingwood Senior Editors Suzie Levy, Rachel Williams 6 Canada Blake, Cassels & Graydon LLP: Jill Lawrie & Daniel Szirmak 31 Chief Operating Officer Dror Levy 7 China Fangda Partners: Frank Li & Rebecca Lu 38 Group Consulting Editor Alan Falach 8 England & Wales Arnold & Porter Kaye Scholer LLP: Alison Brown & Ian Dodds-Smith 45 Publisher Rory Smith Published by 9 France Squire Patton Boggs: Carole Sportes & Valérie Ravit 55 Global Legal Group Ltd. -
The Largest Commercial Law Firms in the UK Ranked by Revenue
UK Top 50 2018-19 The largest commercial law firms in the UK ranked by revenue Rank Rank Revenue Change in Average PEP Change Total Change in total Total equity Change in total Revenue per Profit per lawyer Firm Leverage (2018-19) (2017-18) (£m) revenue (£k) in PEP partners partners partners equity partners lawyer (£k) (£k) 1 1 DLA Piper (1) 2111.0 2.8% 1,395 1.9% 1245.7 3.4% 401.0 -0.7% 570.3 151.0 8.2 2 2 Clifford Chance 1693.0 4.3% 1,620 1.3% 562 0.9% 394.0 0.5% 700.7 263.7 5.1 3 6 Linklaters 1628.7 6.9% 1,690 9.9% 464.2 0.9% 442.5 0.6% 692.7 319.7 4.3 4 4 Allen & Overy 1627.0 3.4% 1,660 1.2% 536 -0.4% 388.0 -0.3% 687.7 271.8 5.1 5 3 Hogan Lovells (1) 1577.0 -0.6% 1,029 2.9% 803 -3.9% 523.0 -5.9% 598.3 204.1 4.0 6 7 Freshfields Bruckhaus Deringer 1472.0 4.9% 1,839 5.5% 377 -4.3% 370.0 -5.6% 993.9 464.6 3.0 7 5 Norton Rose Fulbright (1) 1466.0 -3.9% 675 0.7% 1166.3 -3.8% 681.4 -4.6% 434.3 136.3 4.0 8 8 CMS (2) 1204.0 6.2% 582 1.4% 1041.5 -0.5% 601.9 0.7% 325.3 93.2 5.1 9 9 Herbert Smith Freehills 965.7 4.2% 949 11.4% 452 -2.6% 323.0 -0.6% 461.4 146.5 5.5 10 10 Eversheds Sutherland (3) 875.0 8.7% 865 2.4% 739 9.0% 198.8 4.1% 362.6 71.3 11.1 11 n/a Bryan Cave Leighton Paisner (4) 669.0 n/a 627 n/a 544.2 n/a 280.7 n/a 469.6 123.5 4.1 12 12 Ashurst 641.0 13.7% 972 30.8% 392 4.8% 241.0 0.8% 453.0 165.5 4.9 13 13 Clyde & Co 611.0 10.8% 690 4.5% 430 5.7% 219.0 2.8% 355.2 87.8 6.9 14 11 Slaughter and May **(5) 590.0 3.3% 2,300 n/a 109 -2.7% 102.0 -3.8% 1092.6 434.4 4.3 15 15 Pinsent Masons 475.0 5.6% 620 -5.1% 447 4.4% 183.0 2.8% 302.4 71.2 -
Some of Hansenfacades Projects
Some of HansenFacades Projects PROJECT LOCATION VALUE BUILDING TYPE PRODUCT MAIN CONTRACTOR ARCHITECT COMPLETED Autoglass Bedford £0.4m Commercial ThermoSpan Bolted Roof. Costain Auckett Associates 1997 Slough Estates H.O Slough £1.0m Commercial Twin Skin Sliding Doors. Bovis Michael Auckett 1997/98 FS51 bolted Curtain Wall. Park Row Leeds Leeds £0.3m Commercial FS51 Capped & SSG Curtain Wall. Shepherd Construction Carey Jones 1997/98 City Square Leeds £1.4m Commercial DW55 Windows. FS51 SSG Curtain Shepherd Design & BuildAedas 1998 Wall. ThermoSpan. 268 Bath Road Slough £2.5m Commercial FS51 Curtain Wall including Stone. Slough Estates Foster & Partners 1998 Cheadle Royal Manchester £1.5m Commercial FS51/55 Curtain Wall. Cell and Amec Leach Rhodes & Walker 1999 Parallel. Gunwharf Quay Portsmouth £0.5m Retail ThermoSpan Bolted Berkley Group Geoffrey Reid 1999 Newcastle Airport Newcastle £1.2m Commercial FS51 SSG Curtainwall Sir Robert McAlpine Gibb & Partners 1999/80 Centre for the Dynamic Earth Edinburgh £1.0m Educational/Leisure ThermoSpan Structural Glazing J. Laing Michael Hopkins 2000 Parkside Pool Cambridge £0.5m Leisure Project specific Atrium Glazing. Wilmott Dixon S & P Architects 2000 FS51 Curtain Wall. Lords Media Centre London £0.4m Leisure Laminated ThermoSpan Structural Pendennis Future Systems 2000 Glazing. Knott Mill Manchester £0.7m Residential WA42 Windows FS51 Curtain Wall Henry Boot Stephenson Bell 2001 Astra Zeneca Luton £1.0m Health Cell Glazing & ThermoSpan. Marriott construction Thorpe Architects 2001 Vincent Street London £0.8m Commercial DW55 Windows. FS51 SSG Curtain Barrett West London Asseal Architects 2002 Wall. ThermoSpan. The Tun Edinburgh £0.8m Commercial/Retail PL51 Parallel Glazing. Copper rain Meville Dundas Allan Murray Architects 2003/4 screen. -
Developing Net Zero Technical Solutions for Scotland's Future
Developing Net Zero Technical Solutions for Scotland’s Future Mass Retrofit Housing Programme ZEST Task Group - Technical Working Group Developing Net Zero Technical Solutions for Scotland’s Future Mass Retrofit Housing Programme Proposal Paper: Development of a Housing Net Zero Technical Task Force involving a steering group and supporting working groups to support the design, development, testing, evaluation and delivery of the technical solutions, training and low carbon energy efficiency outcomes. Author: Professor Sean Smith, Centre for Future Infrastructure, University of Edinburgh Contents Summary Overview 2 1.0 Introduction 3 2.0 Scale of the Task Ahead 4 3.0 Structured Delivery and Oversight of Net Zero Outcomes for Housing 4 4.0 Archetype Solutions 7 5.0 Development of Archetype Solutions 9 6.0 Assessment, Development and Installation of Energy Solutions (heating) 10 7.0 Whole systems development to support mass roll out 11 8.0 Possible Next Stages 12 9.0 Summary 13 Pathways to Archetype Solutions ANNEX A – Using Existing Data Sets for Archetype Solutions 13 ANNEX B – New Pilot Projects for Archetype Solutions 14 ANNEX C – Grand Challenges Archetype Solutions 14 1 Developing Net Zero Technical Solutions for Scotland’s Future Mass Retrofit Housing Programme Overview The following paper presents a structured programme to identify, design, develop and install retrofit solutions to support Scotland’s net-zero ambitions for future mass roll out across the social housing, private rented and owner occupier housing stock. The process provides a feedback loop and key stages to track archetype solutions, performance and emissions reductions assessments both forecasted and delivered. -
New Structures Freyssinet.Co.Uk Apex, Ronald Ross Bio-Science Building
New Structures Apex, Ronald Ross Bio-Science Building Liverpool The Ronald Ross Bio-Science Building, known as Apex during Architect Fairhurst Design Group construction, provides a new four storey research facility for the Faculty Structural Engineer of Medicine at the University of Liverpool. It incorporates specialist, highly AECOM serviced controlled laboratory environments to containment level 2 and 3. Main Contractor The facility accommodates 600 researchers who support the University’s Shepherd Construction health research into infectious diseases, cancer and digestive diseases. Frame Contractor The £90m development was funded by the University of Liverpool and the Heyrod Construction Higher Education Funding Council for England. Post-tensioning Freyssinet Limited The building design has achieved BREEAM ‘excellent’ status and incorporates many Works Completed energy saving measures to ensure the facility contributes to the carbon reduction September 2014 commitment made by the university. The development has been constructed in two phases and Freyssinet was involved in the larger (11,170m2) phase 2. The building sits opposite the new Royal Liverpool University Hospital, which was also constructed by a Heyrod-Freyssinet team. The floor plate of phase 2 measured 100 by 37m and the length was split in two by a permanent movement joint. In the laboratory areas the slabs are 400mm thick for a grid of 9.9 by 6.6m. The office areas have 250mm thick slabs for 6.0 by 5.7m column spacing. The design loading in both the laboratory and office areas is 5.0kN/m2 live and 3.3kN/m2 superimposed dead. The building is located at the junction of Crown Street and West Derby Street, where an acute angle on the site gives Apex its name and the building its principal feature.