A Cross-Border Guide to Private M&A

Total Page:16

File Type:pdf, Size:1020Kb

A Cross-Border Guide to Private M&A Global Knowledge. A cross-border guide for group company directors May 2017 Purpose of this guide Contents This guide aims to help multinational groups by giving an introduction to the 01 Australia 3 role, powers, duties and liabilities of directors of subsidiary companies in 02 Belgium 8 different jurisdictions. 03 Brazil 13 04 France 18 Directors usually have wide powers to manage the affairs of their company 05 Germany 23 and act as its agent and a duty to do so with due care, skill and diligence. 06 Hong Kong 28 The interests of the company should also be put ahead of the director’s own 07 India 33 interests. As this guide illustrates, however, the exact nature and scope of these 08 Indonesia 38 duties varies from one legal jurisdiction to another. 09 Italy 43 Company directors are, of course, also subject to the company’s constitution 10 Japan 48 and to further laws and regulations, depending on the business of the company 11 Luxembourg 53 concerned. In particular, directors may need to be aware of rules relating to 12 The Netherlands 58 health and safety, the environment, bribery and anti-corruption and financial 13 People’s Republic of China (PRC) 63 and markets regulation. This guide focuses solely on the general laws to which 14 Poland 68 a director is subject by reason of becoming a director. 15 Portugal 73 16 Russia 78 For convenience, the information is given in relation to the type of non-listed 17 Singapore 83 corporate entity most commonly used within a group in each particular 18 South Africa 88 jurisdiction. Different rules will apply to other corporate entities and / or if the 19 Spain 93 company is listed. 20 Sweden 98 Information about Australia and Vietnam was contributed by Allens, 21 Thailand 103 Brazil by Lefosse Advogados, Indonesia by Widyawan & Partners and 22 United Arab Emirates 108 South Africa by Webber Wentzel. 23 United Kingdom 113 24 United States (Delaware) 118 25 Vietnam 123 01 Australia Greg Bosmans Allens Partner, Melbourne Tel: (+61) 3 9613 8602 [email protected] Kate Towey Allens Partner, Sydney Tel: (+61) 2 9230 5053 [email protected] Linklaters A cross-border guide for group company directors > Australia 4 What type of company? Management structure Board composition Appointment and removal In Australia, subsidiaries within a group are more Australian companies (with more than one A proprietary company must have at least one Directors are first appointed on incorporation likely to be proprietary companies limited by director) are managed by a board of directors. director who must ordinarily reside in Australia. and, thereafter, under a company’s constitution shares but may also be public companies limited A public company must have at least three or the replaceable rules (as applicable). The In practice, the board may consist of executive by shares. directors on its board, two of whom must replaceable rules (and usually the constitution) and non-executive directors. Executive directors ordinarily reside in Australia. In both cases, a provide for appointment by a majority vote of are employed by the company (or a related company’s constitution may provide for a higher the shareholders or a decision of the existing body corporate) and are in charge of managing minimum number. directors (which, at least under the replaceable its business. Non-executive directors generally rules, must be subsequently confirmed by fulfil a supervisory role and are not expected to All formally appointed directors must be natural majority shareholder vote). Unless required in be involved in the day-to-day management of persons (although a corporation may be a a constitution, there is no limit on the period of the company, although this does not absolve shadow director). Any person over the age of 18 office for directors of proprietary and unlisted them from the legal responsibilities and duties can be appointed as a director, unless he / she: public companies. The appointment of, as well applying to directors. Except to the extent > has not consented in writing to the as certain personal information about, directors delegated, management decisions must be appointment, (and any subsequent changes) must be taken by the board acting collectively, although notified to ASIC and this information is generally all directors are still personally responsible for > is disqualified by law from managing accessible to the public. their actions as directors. corporations (unless granted leave by the Australian Securities and Investments For proprietary companies, if the replaceable Under the law, persons not formally appointed Commission (“ASIC”) or by the court), or rules apply or a company’s constitution permits, as directors but who act in the position of a > is the current (or within the last two years) the shareholders can remove directors by director (de facto directors) will be treated as auditor of the company (other than a small a majority vote. For public companies, the directors. Similarly, persons in accordance with proprietary company). law allows shareholders (but not directors) whose instructions or wishes the directors are to remove directors by a majority vote. The accustomed to act (shadow directors) will also Employees do not have the right to be statutory procedure includes providing at least generally be treated as directors. De facto and represented on the board (unless a company’s two months’ notice to the company and a copy shadow directors are bound by the same civil constitution requires it). Directors are not of that notice to the director. The statutory liabilities and criminal sanctions applying to required to have specific qualifications to act procedure can be used despite anything in a validly appointed directors. as directors. There are no share ownership company’s constitution. However, although not requirements at law on directors, although a The company’s internal management may be settled at law, the constitution is also likely able company’s constitution may mandate those. governed by: provisions of the Corporations Act to provide for an alternative removal procedure. A director can also be a secretary of the 2001 (Cth) that apply to the company (known as Constitutions will generally also provide company (unless the constitution provides replaceable rules), the company’s constitution for circumstances in which a directorship otherwise). Also, it is possible to serve as a or a combination of both. Company constitutions automatically terminates (such as bankruptcy director of several companies in the same are not mandatory. or ill health). group, although directors must avoid conflicts of interest / duty. Linklaters A cross-border guide for group company directors > Australia (continued) 5 Powers General duties Who are the duties owed to? Dealings with company / conflicts Under the replaceable rules and generally Directors have the following fiduciary duties Directors owe their duties to the company and Directors have a fiduciary duty to avoid actual or under a company’s constitution, the directors under general law (which are largely reflected not to the company’s shareholders or, generally, potential conflicts between their own interests are given wide powers to manage the business in statute): to the group to which the company may belong. and those of the company, and between their of the company, thereby enabling the board to duty to the company and their duties to third > to act in good faith in the best interests of the It is important to bear this in mind, in particular, exercise all powers which are not, by law or in parties (for example, duties owed as directors of company and for a proper purpose, when a director is also a director of another the constitution, required to be exercised by the other companies). company within the group (although, under company in a general shareholders’ meeting. > to exercise a reasonable degree of care, skill and diligence, and Australian law, the constitution of a wholly- Under statute, a director must notify the other The directors must exercise their powers by owned subsidiary may provide for its directors to directors of any “material personal interests” > to avoid actual and potential conflicts of taking decisions collectively as a board, meaning act in the best interests of the holding company), they have in matters that relate to the company’s interest / duty. that where the law requires or allows directors to or has been appointed by a specific shareholder. affairs (this can be done by standing notice). do certain things, such as calling a shareholders’ Under statute, directors also must not Exemptions include where a contract is subject In a situation where a company is or may meeting or issuing shares, such action should improperly use their position, or information to shareholder approval, in relation to the become insolvent, its directors will owe duties usually be approved by the board rather than obtained because they are a director, to gain an director’s remuneration, where the interest to creditors. a sole director. Directors may, however, be advantage for themselves or someone else, or to relates to permitted insurance or indemnities, permitted to act individually where specific cause detriment to the company. or, for proprietary companies, where the other powers and responsibilities have been delegated directors are already aware. The general law duties require directors to to them by the board. For example, under the take reasonable steps to put themselves in a Public company directors with a material replaceable rules or a constitution, a director position to guide and monitor the management personal interest may not generally vote may be appointed to act as managing director of the company. In particular, they must have or be present while the relevant matter is of the company. a general understanding of the company’s considered at a board meeting unless permitted Unless a company’s constitution provides business, act in accordance with its constitution by the non-interested directors (subject to otherwise, the directors may delegate any or, where applicable, the replaceable rules and statutory requirements).
Recommended publications
  • Industries in Perth
    Japan Chamber of Commerce & Industries in Perth INSIGHT Members Directory 2016 AON RISK SERVICED PTY LTD JCCIP ALLENS ASHURST AUSTRALIA CHIYODA OCEANIA PTY.LTD. INSIGHT JERA AUSTRALIA PTY.LTD.(CHUBU ELECTNIC AUSTRALIA) CLAYTON UTZ CORRS CHAMBERS WESTGARTH Directory 2016 CUBE SERVICE INTERNATIONAL PTY LTD. DELOITTE TOUCHE TOHMATSU DORAL PTY. LTD. EY HERBERT SMITH FREEHILLS H.I.S. AUSTRALIA PTY. LTD. HITACHI AUSTRALIA PTY.LTD. HYOGO PREFECTURAL GOVERNMENT CULTURAL CENTRE INPEX CORPORATION ITOCHU AUSTRALIA LTD. JAPAN ALUMINA ASSOCIATES (AUSTRALIA) PTY.LTD. JAPAN AUSTRALIA LNG (MIMI) PTY.LTD. JFE SHOJI TRADE AUSTRALIA PTY.LTD. JGC CORPORATION JRCS AUSTRALIA PTY.LTD. KANSAI ELECTRIC POWER AUSTRALIA PTY.LTD. KING & WOOD MALLESONS KINTETSU WORLD EXPRESS (AUSTRALIA) PTY.LTD. KOMATSU AUSTRALIA PTY. LTD. KPMG KYUSHU ELECTRIC AUSTRALIA PTY. LTD. LAA INDUSTRIES PTY. LTD . MARUBENI AUSTRALIA LTD. MARUBENI IRON ORE AUSTRALIA PTY. LTD. MARUBENI-ITOCHU TUBULARS OCEANIA PTY. LTD. MC RESOURCES AUSTRALIA PTY. LTD. MITSUBISHI AUSTRALIA LIMITED MITSUBISHI MATERIALS TRADING CORPORATION MITSUI & CO. (AUSTRALIA) LTD. MITSUI E&P AUSTRALIA PTY.LTD. MITUSI IRON ORE CORPORATION MITUSI IRON ORE DEVELOPMENT PTY.LTD. MITSUI O.S.K. BULK SHIPPING PTY LTD. MIZUHO BANK LTD. OSAKA GAS AUSTRALIA PTY.LTD. PRICEWATERHOUSE COOPERS AUSTRALIA SHARK BAY SALT PTY. LTD. SOJITZ AUSTRALIA LIMITED PERTH OFFICE SUMITOMO AUSTRALIA PTY.LTD. SUMITOMO MITSUI BANKING CORPORATION PERTH BRANCH SUMMIT RURAL (WA) PTY.LTD. JERA DARWIN INVESTMENT PTY.LTD, (TEPCO AUSTRALIA PTY. LTD.) TOHO GAS AUSTRALIA
    [Show full text]
  • Business Structures in Australia
    Business Structures in Australia 1. Introduction This paper presents an overview of the various types of business structures available in Australia – each of which necessarily attracts different legal and taxation consequences. 2. Sole Trader When a person conducts business as an individual, he or she is a sole trader. From a legal point of view there is no difference between the person and the business. As such, the liabilities of the business are the liabilities of the individual – he or she is personally liable for any and all business-related obligations, such as debts resulting from the purchase of goods or services or from court judgments and for the performance of warranty obligations in respect of goods supplied or work performed. It is possible for a sole trader to carry on business under a name other than his or her own name. In that case, the name must be registered as a business name. Until 30 June 2011, that will have to be done under the business names legislation in each of the state(s) and/or territory(ies) where the business is conducted. As from 1 July 2011, a notional business name registration system, administered by the Australian Securities and Investments Commission (ASIC), will be introduced. 3. Partnerships A partnership is where two or more individuals, corporate or other entities, agree to carry on business together with a view to profit. All partners in the partnership must have the same goals, and, so far as third parties are concerned, each partner is equally responsible for decisions made by the other partner or partners on behalf of the business.
    [Show full text]
  • Australia Introduction
    GLOBAL PRACTICEINTRODUCTION GUIDE AUSTRALIA Definitive global law guides offering comparative analysis from top ranked lawyers ContributingLAW AND PRACTICE: Editor p.p.2 ElizabethDaleContributed Cendali by Morony HerbertKingZhong & Lun Spalding Smith Law Freehills Firm CliffordKirklandThe ‘Law &Chance& EllisPractice’ LLPLLP sections provide easily accessible information Shareholders’on navigating the legal systemRights when conducting business & in the jurisdiction. Leading lawyers explain local law and practice at key Shareholdertransactional stages andActivism for crucial aspects of doing business. TRENDS AND DEVELOPMENTS: p.<?> Contributed by Hogan Lovells (CIS) The ‘Trends & Developments’ sections give an overview of current trends and developments in local legal markets. Leading lawyers analyse Australia particular trends or provide a broader discussion of key developments Herbert Smith Freehills in the jurisdiction. chambers.com INTRODUCTION LAW AND PRActice Law and Practice Contributed by Herbert Smith Freehills Contents 1. Shareholders’ Rights p.3 2. Shareholder Activism p.8 1.1 Types of Company p.3 2.1 Legal and Regulatory Provisions p.8 1.2 Type or Class of Shares p.4 2.2 Level of Shareholder Activism p.9 1.3 Primary Sources of Law and Regulation p.4 2.3 Shareholder Activist Strategies p.10 1.4 Main Shareholders’ Rights p.5 2.4 Targeted Industries / Sectors / Sizes of 1.5 Shareholders’ Agreements / Joint Venture Companies p.10 Agreements p.5 2.5 Most Active Shareholder Groups p.11 1.6 Rights Dependent Upon Percentage of Shares p.5 2.6 Proportion of Activist Demands Met in Full / 1.7 Access to Documents and Information p.5 Part p.11 1.8 Shareholder Approval p.6 2.7 Company Response to Activist Shareholders p.11 1.9 Calling Shareholders’ Meetings p.6 3.
    [Show full text]
  • Allen, Horatio, 1159.00
    Horatio Allen travel journal, 1835-1837 SCHS 1159.00 Description: 0.25 linear ft. Creator: Allen, Horatio, 1802-1889. Biographial/Historical Note: Civil engineer and inventor. A native of Schenectady, N.Y., he graduated from the engineering school of Columbia University (N.Y.) in 1823. In 1829 Allen became the chief engineer of the South Carolina Railroad Company to construct its railroad from Charleston, S.C. to Augusta, Ga. Under Allen's direction the West Point Foundry (N.Y.) built "The Best Friend," the first locomotive constructed for sale in the United States. In 1834 Allen married Mary Moncrief Simons (b. 1811), daughter of James Dewar Simons (1785-1814) and Harleston Corbett Simons (b. 1785). James Dewar Simons was a Protestant Episcopal priest of Charleston, S.C. and the rector of St. Philip's (Episcopal) Church in that city. Allen returned from his three years of travel abroad to settle in New York City, where he became one of the proprietors of the Novelty Iron Works (Stillman, Allen & Co.) and continued to work as a consulting engineer and inventor. Scope and Content: Typewritten transcription of a travel journal in six volumes kept by Horatio Allen during a trip to Europe with his wife Mary M.S. Allen and mother-in-law Harleston C. Simons. The Allens and Mrs. Simons visited England, France, Germany, Switzerland, Austria, Turkey, Greece, Egypt, and Italy. Preferred Citation: Allen, Horatio, 1802-1889. Horatio Allen travel journal, 1835-1837. (1159.00) South Carolina Historical Society. Container list: 11/603/1-6 European Journal, 1835-1837 Typescript journal (1835-1837) of Allen traveling to Europe with his wife, Mary M.
    [Show full text]
  • Doing Business in Australia Has Been Prepared for the DOING BUSINESS Use of Businesses Exploring the Opportunities of Establishing a Presence in Australia
    ABSTRACT Doing Business in Australia has been prepared for the DOING BUSINESS use of businesses exploring the opportunities of establishing a presence in Australia. Given the ever-changing business landscape this document has been prepared as a guide and we IN AUSTRALIA recommend professional advice should be sought. Table of Contents Table of Contents ................................................................................................................................ 0 Introduction .......................................................................................................................................... 2 Business structures ............................................................................................................................. 5 Tax Implications of Structures ......................................................................................................... 7 Sole Trader/ Sole Proprietorship ..................................................................................................... 7 Partnership ....................................................................................................................................... 7 Company .......................................................................................................................................... 8 Trust ................................................................................................................................................. 8 Accounting, Reporting and Audit requirements
    [Show full text]
  • American Corporate Governance Index
    american corporate governance index Making Strides Amid Crisis TABLE of CONTENTS Introduction.......................................................................................3 Corporate Governance in 2020 ..................................................... 4 Understanding the grade .............................................................. 5 Key Observations ............................................................................. 6 Incremental improvement across all principles, but trouble spots remain .............................................................. 6 Boards still don’t challenge management .................................. 6 Regulation and size matter during crises ................................... 6 Management structure, CAE reporting lines correlate to stronger governance .................................................................7 Lowest scoring principles continue to lag .................................. 9 COVID-19’s Impact .........................................................................11 Corporate Governance Roles ....................................................... 12 Three Lines Model ..........................................................................13 Defining the Guiding Principles .................................................. 14 Guiding Principles of Corporate Governance .......................... 16 Additional Findings ....................................................................... 25 Guiding Principles ........................................................................
    [Show full text]
  • Limited Liability (S 9, 112) Limited by Shares (Public Or Proprietary)
    TOPIC 1: INTRODUCTION – Types of Companies ‘Companies’ formed by registration under the Corporations Act as either public or proprietary companies; s 9 A company is EITHER a proprietary or a public company Proprietary (Pty Ltd) Public (Ltd) Shareholders Minimum 1 shareholder Minimum 1 shareholder s 45A(1); s 113 Maximum 50 non-employee No maximum shareholder Members Minimum 1 member Minimum 1 member s 114 No maximum Directors Minimum 1 director (resident) Minimum 3 directors (2 resident) + s 201A 1 company secretary Finance Cannot obtain funds from the public Can obtain funds from public s 45A(1); s 113 (w/disclosure document) Listing Cannot be listed Can be listed or unlisted s 45A(1); s 113 BUT not all public companies can be listed on the stock exchange (ASX) Type Limited by shares Limited by shares s 45A(1); s 112 Unlimited with share capital Limited by Guarantee Unlimited with share capital No Liability Company Registration ASIC Unlisted – ASIC, APRA Listed – ASIC, ASX, APRA • A public company, which adopts a constitution MUST lodge a copy with ASIC together with a copy of any special resolutions altering its provisions (ss 117(3), 136(5)). It is then publicly available. • A proprietary company, which adopts a constitution, need not lodge with ASIC but must send a copy to a member of the company upon request (s 139) Liability Limited Liability Unlimited Liability (s 9, 112) (s 9, 112) Limited by Shares Unlimited Limited by Guarantee No Liability (Public or proprietary) (Public or proprietary) (Public Companies) (Only public mining e.g. commercial e.g.
    [Show full text]
  • Allens Insights
    2016 . Vol 27 No 2 Editorial Panel Peter O’Donahoo Partner, Allens Contents James Whittaker Partner, Corrs Chambers Westgarth page 122 Crackdown on claims culture? Stephen White Partner, Carter Matthew Felwick and Aine McEleney HOGAN Newell LOVELLS INTERNATIONAL LLP Dr Teresa Nicoletti Partner, Piper Alderman page 124 European Commission launches online dispute resolution platform Overseas Correspondents Ellie Pszonka HOGAN LOVELLS INTERNATIONAL Rod Freeman Partner, Hogan Lovells LLP International LLP, London page 125 A safe harbor for now — product liability risk Professor Dr Thomas Klindt Noerr LLP, Munich exposure stemming from human rights abuses in Simon Pearl Partner, DAC Beachcroft supply chains LLP, London Shelley Drenth, Dora Banyasz and Peter O’Donahoo Paul Rheingold ALLENS Rheingold, Valet, Rheingold, page 131 Ecodesign and energy efficieny labeling — legal risks Mccartney & Giuffra LLP of non-compliance Martin Ahlhaus and Dr Susanne Wende NOERR LLP page 137 Mass torts Paul Rheingold RHEINGOLD, VALET & RHEINGOLD Information contained in this newsletter is current as at April 2016 Crackdown on claims culture? Matthew Felwick and Aine McEleney HOGAN LOVELLS INTERNATIONAL LLP Introduction Threshold for small claims On 25 November 2015, the United Kingdom (UK) Because they’re unable to recover legal costs from government’s Autumn Statement revealed plans to limit the defendant if they win, claimants in the small claims sums claimed for minor road accidents. Still at an early court are more likely to represent themselves than stage, these proposals are geared to bringing down the instruct legal representatives. The government’s pro- cost of motor insurance. It’s not clear at this point posal to increase the limits for personal injury claims in whether reforms will also apply to low value personal the small claims court are a blow to claimant law firms, injury claims in general.
    [Show full text]
  • Allianz Group SFCR 2016 Solvency an Condition R Allianz Group SFCR
    Allianz Group SFCR 2016 Solvency and Financial Condition Report CONTENT Executive Summary 3 A Business and Performance 5 A.1 Business _________________________________________________________________________________________________________________ 7 A.2 Underwriting Performance __________________________________________________________________________________________________ 10 A.3 Investment Performance ___________________________________________________________________________________________________ 16 A.4 Performance of Other Activities ______________________________________________________________________________________________ 18 A.5 Any Other Information _____________________________________________________________________________________________________ 19 B System of Governance 20 B.1 General Information on the System of Governance ________________________________________________________________________________ 23 B.2 Fit and Proper Requirements_________________________________________________________________________________________________ 37 B.3 Risk Management System including the Own Risk and Solvency Assessment ____________________________________________________________ 38 B.4 Internal Control System ____________________________________________________________________________________________________ 45 B.5 Internal Audit Function _____________________________________________________________________________________________________ 46 B.6 Actuarial Function _________________________________________________________________________________________________________
    [Show full text]
  • Fund Finance 2019 Third Edition
    Fund Finance 2019 Third Edition Contributing Editor: Michael C. Mascia CONTENTS Preface Michael C. Mascia, Cadwalader, Wickersham & Taft LLP Introduction Jeff Johnston, Fund Finance Association General chapters Hybrid and asset-backed fund finance facilities Leon Stephenson, Reed Smith LLP 1 Subscription line lending: Due diligence by the numbers Bryan G. Petkanics, Anthony Pirraglia & John J. Oberdorf III, Loeb & Loeb LLP 12 Derivatives at fund level Peter Hughes, Vanessa Battaglia & Joseph Wren, Travers Smith LLP 23 Not your garden variety: Subscription facilities around the world Jan Sysel, Jons F. Lehmann & Sabreena Khalid, Fried, Frank, Harris, Shriver & Jacobson LLP 35 Liquidity options for fund managers and investing professionals Mary Touchstone & Julia Kohen, Simpson Thacher & Bartlett LLP 46 Investor views of fund subscription lines Patricia Lynch & Patricia Teixeira, Ropes & Gray LLP 55 Enforcement: Analysis of lender remedies under U.S. law in subscription-secured credit facilities Ellen Gibson McGinnis, Erin England & Richard D. Anigian Haynes and Boone, LLP 62 1940 Act issues in fund finance transactions Marc Ponchione, Allen & Overy LLP 83 The rise of private equity secondaries financings Samantha Hutchinson & Brian Foster, Cadwalader, Wickersham & Taft LLP Ian Brungs, UBS Investment Bank 91 The continuing evolution of NAV facilities Meyer C. Dworkin & Samantha Hait, Davis Polk & Wardwell LLP 101 Lending to separately managed accounts Michael C. Mascia & Wesley A. Misson, Cadwalader, Wickersham & Taft LLP 107 Credit facilities secured by private equity interests and assets held by debt funds Matthew K. Kerfoot, Jay R. Alicandri & Christopher P. Duerden, Dechert LLP 111 Comparing the European, U.S. and Asian fund finance markets Emma Russell, Zoë Connor & Emily Fuller, Haynes and Boone, LLP 121 Umbrella facilities: Pros and cons for a sponsor Richard Fletcher, Sarah Ward & John Donnelly, Macfarlanes LLP 131 Side letters: Pitfalls and perils for a financing Thomas Smith, Margaret O’Neill & John W.
    [Show full text]
  • Legal 500 Asia Pacific 2004-2005: Rankings & Listings
    Legal 500 Asia Pacific 2004-2005: Rankings & Listings Capital Markets Foreign firms China 1. Allen & Overy LLP Baker & McKenzie Clifford Chance LLP Freshfields Bruckhaus Deringer Herbert Smith Linklaters Shearman & Sterling LLP Sidley Austin Brown & Wood LLP Skadden, Arps, Slate, Meagher & Flom LLP Sullivan & Cromwell LLP 2. Davis Polk & Wardwell Deacons Debevoise & Plimpton LLP Johnson Stokes & Master Jones Day Latham & Watkins LLP Morrison & Foerster O’Melveny & Myers LLP Paul, Weiss, Rifkind, Wharton & Garrison LLP Richards Butler Simmons & Simmons White & Case LLP 3. Allens Arthur Robinson Gallant Y.T.Ho & Co Gide Loyrette Nouel Kaye Scholer LLP Livasiri & Co Lovells Mallesons Stephen Jaques Paul, Hastings, Janofsky & Walker LLP Woo, Kwan, Lee & Lo Firms are listed A-Z in tiers which are ranked in order of priority Source: Legal 500 Asia Pacific, 2004/2005 edition. Latham & Watkins operates as a limited liability partnership worldwide with an affiliate in the United Kingdom and Italy, where the practice is conducted through an affiliated multinational partnership. © Copyright 2005 Latham & Watkins. All Rights Reserved. Legal 500 Asia Pacific 2004-2005: Rankings & Listings Squire, Sanders & Dempsey LLP Infrastructure and Project Stephenson Harwood Woo, Kwan, Lee & Lo Finance Firms are listed A-Z in tiers which are ranked in order of Foreign firms priority China 1. Latham & Watkins LLP is a major name Allen & Overy LLP in projects worldwide, and has extensive Baker & McKenzie experience on significant projects in China Clifford Chance LLP from its Hong Kong office. The firm Freshfields Bruckhaus Deringer advised the PRC and the international Gide Loyrette Nouel bank lenders on the US $4.3bn Nanhai Herbert Smith Petrochemical complex.
    [Show full text]
  • How Leading International Law Firm Allens Is Driving Operational Excellence, Transparency and Collaboration with Bighand
    Case Study How leading international law firm Allens is driving operational excellence, transparency and collaboration with BigHand Introduction Single-source Visibility For nearly 200 years, international law firm Allens has played a The firm was looking to centralise the delegation of all document pioneering role in the development of legislation and regulatory support tasks across the firms’ four offices in Sydney, Perth, frameworks in the Asia region and has acted on numerous ‘firsts’ Melbourne and Brisbane, both for lawyers’ ease of use and to across a range of industry and community issues. achieve that single-source visibility. Over this time, the organisation has grown in scale and reach and Allens’ 130 partners and 460+ lawyers now have access to the today offers clients a network of 40 offices across 28 countries BigHand Hub on their PCs or laptops, with all word processing through a global alliance with Linklaters. tasks delegated during office hours being sent through it. Lawyers can delegate a task by dictation or use BigHand Now to fill in a task Just as its client base has grown to include new and exciting form, both of which go straight into the BigHand Now workflow. market entrants alongside established companies, so have Allens’ own internal services evolved. In addition, lawyers can choose whether a task is assigned to their practice assistant or to the central document support team, Allens keeps its eyes on the horizon and reviews digital ensuring work is sent to the right resource, at the right cost to the technologies that foster team collaboration, increase efficiency firm, first time round.
    [Show full text]