Pamela Green • Sarah Green • Ste fan Green • Darren Gre e n b e rg • Jonathan Gre e n s m i th • Ab i gail Gre e n wood • Lynne Gre g o ry • Annette Gremmen • Christophe Greven • Sarah Grey •Claudia C. Gries • Christopher Griffin • Charles Grime • Joanne Grist • Wilfred Groen • Irene Groenland • Lynn Gro gan • Kelda Groves • Susan Groves • Rainer Großmann • Catherine Grum• Jennifer Grunwald • Jing Gu • Ariane Guimbeau • We rner Gumpp • Hiran Gunaseke ra • Michael Gunn • Claudia Guthoerl • Laura Gyte • Diederik Haase • Imogen Haddon • Fieke Hage n• Emma Haight • Suzanne Hainaut • Jonathan Haines • Sasha Haines • Ana-Ka tarina Haj d u ka • Grace Hakim • Marise Hall • Philip Hall • Amy Hambleton • Tariq Hameed • Barbara Hamilto n• Charlie Hamilton • Louise Hamilton • Martin Hamilton • Amanda Hamilto n - Sta n l ey • Juliane Hamm • Greg Hammond • Zoe Hammond • St u a rt Hanbury • Shelley Hancock • Mimi Handaj a• Nancy Handley • Graham Hann • Indira Hann • Sarah Hannan • Stephanie Hannis • David Hanns • Emma Hanson • Mark Hanson • Jess Hanspal • Layla Hanwell • Hakim Haouideg • Ka teHarbottle • Brian Hardiman • Mia Harding • Nicola Harn ey • Nyssens Harold • Michael Harper • St u a rt Harray • Bridget Harris • Catherine Harris • Claire Harris • Lucy Harris • Na tasha Harr i s• Blair Harrison • Brian Harrison • Clive Harrison • Joanna Harrison • Katrina Harrison • Pauline Harrison • Helen Harrison-Hall • David Hart • Helen Hart • Mirella Hart • Roosje Hart • SallyH a rtle • Deborah Hartnett • Ro b e rt Hartog • Suzanne Harvey • Elizabeth Harw i ck • Yasmine Hashim • Christian Haslach • Lucy Haslewood • Tim Haster • Marco Hausermann • Georg i n aH awkins • Karl Hayc o ck • Daniel Hayden • Pe ter Hayden • Jonathan Hay d n -Williams • Trevor Hayles • Tamsin Hay wa rd • Wim Hazeleger • Matth ew Heaton • Rutge r-Jan Hebben • ErikaH e b e n ton • Ewan Hedge • Te rry Hedley • Dennis Heeger • Michael Heene • Ka i - 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D u rand • Louisa Mendes Da Costa • Lindsay Mercer • Puzant Merd i n i a n• Fe rnando Merino • Catherine Merity • John Merity • Sam Merullo • Katrin Meschede • Alistair Metc a l fe • Jere my Metson • Jasper Meyers • To ry Michaels • Magdalena Mich a l s ka • JacekM i chalski • Simon Middleton • Jennifer Miedema • To m o ka Miho • Giles Mildred • Jenny Miles-Pro u ten • Izabella Millen • Matt Millen • J. Randolph Miller • John Miller • Ka te Miller • Caro l eMills • Caroline Mills • Law rence Milner • Duncan Milwain • Katja Mingau • Doro thy Mioduszews ka • A&O ALUMNI REGISTER 2009 • Frédéric Mion • Hemanth Mirpuri • Rohan Mishra •N i ka Missaghi • Nick Mitchell • Chasham Mitra • Mark Mladek • Urszula Modzelews ka • Ralf Moeller • Claire Moffoot • Hanif Mohamed • Ro b e rt Moir • Nicholas Moller • Marcello Mollo •V i c tor ia Molony • Kristel Momdjian • Heiner Mommsen • Paul Monk • Jacqueline Monte i th • Judith Montij n - S w i n kels • Wasana Montra p rasit • Ra chael Mooney • Chris Moore • Elizabeth Moore• Gary Moore • George Moore • Katrina Moore • Law rence Moore • Mia Moore • Michael Moore • Simon Moore • Jon Moorhouse • Athena Moratis • Charles Morgan • Emma Morgan •Neil Morgan • Nicholas Morgan • Nicky Morgan • Alex Morley • Bryan Morley • Lesley Morley • Anne Morocutti • Bryant Morris • Jeannette Morris • St u a rt Morrison • Andrew Morton •Rebecca Moss • Sarah Moss • Noel Motha • Mitra Motlagh • Hans Mouthaan • Marleen Mouton • Sarah Moynihan • Adam Mozel • Johannes Mueller • Rik Muilwijk • Lorna Muir • Udaya nMukherjee • Charlotte Mullarkey • Ro ry Mullarkey • Lisa Mulley • Adrian Mulryan • Sean Murphy • Alexa n d ra Murrell • Toon Musschoot • Sidney Myers • Tom Mylott • Caroline Mylwa rd •Marisa Méndez • Guido Müller • Teruma Na i to • Chalinee Na r k veg • Mohamed Nasser • Ramez Nasser • Carla Elena Ne gri • Gavin Neilan • Hay l ey Neilson • Charlotte Nelson • Mark New •Heidi Newbigging • Vivien Newcombe • Wa rw i ck Newell • Julia New l ove • Pat Newman • Rebecca Newson • Cath ryn News way • Derek Ng • Elaine Ng • Grace Ng • Paul Ng • Ste p h a n i eNg • Vincent Ng • Grainne NI Dhubhghaill • Johnny Nichols • Adam Nicoll • John Nicolson • Dieter Nieuwdorp • Wilbert Nieuwenhuizen • Lynda Nightingale • Sarah Nimmo • Julia Noble •Joanna Norland • William Norris • James North • Nicola North way • Anna Norton • Ajal Notowicz • Ra chel Nottingham • Suzanne Nsaba • Sandra Nsia-Boachie • Eugenie Nunes • Matth ewNyman • Ben O’Bryan • Tom O’Connor • Annette O’Donoghue • Gillian O’Donoghue • Matth ew O’Halloran • Sarah O’Hora • Ro b e rt O’Ke e ffe • Annelise O’Neill • Nicholas O’Ro r ke • CarlienO’Shaughnessy • Alpa Oakley -W h i te • Suzie Ogilvie • Daniel Oh • Onno Okkinga • Ke n n e th Okumura • Helen Oldfield • Charles Olney • Ka ren Ongena • Surapon Onoora • Uzo Onwe re •Ta m a ra Oppenheimer • Miklos Orban • Catharine Organ • Jocelyn Ormond • Noah Orn s tein • Mark Orth • Milton John Osborn • Susie Oscro ft • Ladislav Osvald • Henk Otten • Joel Outlaw• Guus Ove rgoor • Arndt Ove r l a ck • Philip Owen • Po l ly Owen • Virginia Owen • B. Shea Owens • Shea Owens • Cathy Oxby • Olufemi Oye • Reg Ozcan • Katri Paas • Juliette Pa ckham •Leon Paczynski • Gabrielle Pa ge • Liz Pa ge • Stephanie Pagni • Quentin Pak • Nitin Pa l e kar • Desiree Palmer • Martin Palmer • Vicki Palmer • Bartlomiej Palusiak • Liudmila Panasiuk •M a l g o r z a ta Pa ra d ows ka • Sung Uk Park • Desiree Pa r ker • Eileen Pa r ker • Fabienne Pa r ker • Louise Pa r ker • Rebecca Parkhouse • Adam Parkin • Anne-Marie Parkin • Steven Parkinson • Vikto r i aPa rry • Hemmo Parson • Lucy Pa rt i n g ton • Sara Pa rt i n g ton • Graham Pa rt r i d ge • Rich a rd Pascoe • Martine Passier • Hetal Pa tel • Niharika Pa tel • Nilesh Pa tel • Reshma Pa tel • Samir Pa te l• Chelsey Pa t m o re • Miriam Pa t terson • Tom Pauk • Nikolaus Paul • Vanessa Paul • Carlo Pavesio • Catherine Pavey • Anna Pay ton • Priscilla Pe • Ka thleen Pe a c o ck • Tra c ey Pe a c o ck • Gord o nPe a rce • Michael Pe a rce • Colin Pearson • Michael Pearson • Mike Pearson • Suzanne Pearson • Alexander Pease • Liesbet Pe e ters • Alexia Pellous • (names continued on inside back cove r )

Allen & Overy LLPOne Bishops Square, London E1 6ADUnited KingdomTel +44 (0)20 3088 0000Fax +44 (0)20 3088 0088www.allenovery.com

The 2009 Alumni Yearbook is published as part of the alumniprogramme of Allen & Overy LLP. It is distributed annually toregistered A&O alumni, partners and selected third parties.

Managing editor Alex PeaseAssistant editor Alexandra RothwellCoordinator Jenny Bell

The opinions expressed are those of the authors and do notnecessarily reflect the policy or opinion of Allen & Overy LLP.Reference to goods or services does not imply recommendation.Allen & Overy LLP, its partners, employees and agents do notaccept responsibility for any loss or damage caused in relationto products or services advertised in this volume.

Designed and produced by Engage Group LtdBridewell Gate, 9 Bridewell Place, London EC4V 6AWwww.engagegroup.co.uk

Editor: Chuck Grieve

Copyright © 2009 Allen & Overy LLP

All rights reserved.

Allen & Overy is the collective name for an international legalpractice comprising Allen & Overy LLP and its affiliatedundertakings. In this document Allen & Overy and A&Omean Allen & Overy LLP and the other partnerships,corporations and other undertakings which are authorised tocarry the name “Allen & Overy” or to describe themselves asbeing “in association with Allen & Overy LLP” (or similarexpressions).

The term partner in this document is used to refer to a memberof Allen & Overy LLP or an employee or consultant withequivalent standing and qualification or an individual withequivalent status in one of Allen & Overy LLP’s affiliatedundertakings.

Printed in the UK by Newnorth Print Ltd

a l u m n iye a r b o o k

alumniyearbook20094

C O N T E N T S

6 Allen & Overy in 2009Surviving the economic coronary: David Morley,Allen & Overy’s senior partner, responds candidly toan interviewer’s questions to take readers throughthe firm’s annus horribilis.

12 Alumni programme overviewHighlights of another busy year for the A&Oalumni programme.

14 Champion of the small shareholderAlumnus Jan Maarten Slagter describes how hiscareer path has led him from law throughjournalism to become the champion of the smallinvestor.

18 Trying to herd the Eastern tigersThe shockwaves of the financial crisis swept intoAsia but a different set of circumstances is likely toproduce a different outcome for the regulatoryenvironment.

22 Antipodean connectionsWorking hard and playing harder: A&O alumnispeak up from Down Under, giving this year’syearbook a dusting of nostalgia covering many yearsand many Tests...

28 Responsibility comes with privilegeDavid Mackie, the first A&O lawyer to become ajudge, describes life on the other side of the bench.

32 Dateline: BangkokBangkok-based associate Sonya Kalnin reflects onthe mysterious appeal of a much-maligned easterncity while London-based associate Chris Burkett, onsecondment, discovers how the Thai capital growson you once you learn to slow down to its pace.

38 Wood’s wisdomFootball fields and the monetary malaise: how doyou describe that which is beyond comprehension?Philip Wood tries to put some meaning intomeasurement.

40 Trade winds blowing into AfricaMaxine Kennett spent just two years at A&O, as atrainee, but those years set her up for theinternational career that has followed.

43 Happiness in the modern workplaceAlumni join professionals in the AlumniProgramme’s first ‘virtual’ discussion, tackling theissue of stress in the workplace.

22 32 14

alumniyearbook2009 5

A C K N O W L E D G E M E N T S

The Alumni Team would particularly

like to thank our contributors and

interviewees both within the firm and

outside whose cooperation was vital

to the production of this year’s Alumni Yearbook.

A number of individuals have made notable

contributions to the yearbook. Special mention

goes to Jenny Bell whose hard work, enthusiasm

and inventiveness have had such an important

role to play in the production of this book.

Thanks are also due to Alex Rothwell for her

contribution to a number of the articles and

leadership of the Alumni Team, and Humphrey

Keenlyside, an alumnus who brings his unique

overview of A&O’s history to bear and who

wrote many of the articles.

Outstanding photography has become a

notable feature of successive alumni yearbooks,

and this edition is no exception. We acknowledge

the work of photographers Rob Marinissen in

Holland, Ulf Nermark in Botswana, Cedric

Arnold in Bangkok and Nathan Clarke in

London and the Home Counties for their

adaptability, flair and creative input.

Also a special thanks goes to Chuck Grieve

who worked tirelessly as editor. It would not be

the award-winning publication that it is were it

not for his excellent contribution. We are also

most grateful this year for the work he put in in

adapting the yearbook to fit with the economic

circumstances we have faced during this year.

Alex PeaseChairman, Alumni Programme

October 2009

48 28

48 A firm grip on bat and ballPerfect weather, the perfect venue and aperfect mix of youth and experience: victoryon the pitch at the first A&O Alumni cricketday could never have been in doubt…

52 In memoriamRemembering Jacqueline Doyle, JeanetteEdwards, Adrian Hockridge, MargaretMitchell, Jane Moth (née Potter), RonniePlummer, Eddie Rouse, Marijke Sanders,Christopher Stunt, Dave Timms andCatherine Vernon.

60 Where in the world…Contact details for all A&O’s offices in 2009.

62 Who’s who at the firm in 2009Current leading partners and theirresponsibilities.

64 Index

A & O I N 2 0 0 9

alumniyearbook20096

Humphrey Keenlyside: This recession, it is generallyaccepted, is of a different magnitude to previousrecessions. Can you tell me what impact it had on thefirm and why you responded with the step of reducing the numbers by nearly 10 per cent?David Morley: Let me step back a bit before I answerthose questions, to put them in context. I was elected on 1 May 2008 as senior partner, Wim [Dejonghe] asmanaging partner. We then had a partners’ conference in Barcelona a few weeks later, where the spirit in thepartnership was excellent. I don’t think anyone knew then what was going to happen, certainly not the severity.

Was there no sense of the gathering storm?You can trace the start of the credit crunch back toAugust 2007, when the cracks first started appearing inthe system. But the following autumn was one of thebusiest we had ever had. So, by the time we went toBarcelona in May 2008, there was a feeling that perhapsthings weren’t as bad as we had feared. Then we got toSeptember 2008 and the sky fell in. That was thebankruptcy of Lehmans. That sucked the confidence right out of the system. And since the whole financialsystem is based on confidence, the effects were huge.

For a while, we at A&O were relatively insulated because,in the wake of Lehmans, we were inundated with queries

f rom clients to advise them on the consequences. That lastedabout six weeks. We received 570 requests for advice fro msome 340 clients and opened 350 to 400 new matters. Wetook an instant decision on the day that Lehmans wentb a n k rupt that we would only take on instructions if clientsa g reed to waive any conflicts there might be. Time was ofthe essence. Clients appreciated that.

When that deluge of work died down, there was anominous silence. It was a bit like the global economy hadhad a heart attack, was on the resuscitation table and thecentral bankers were giving it CPR. In November, therewas a severe danger of the entire financial systemcollapsing. And that is why the governments reacted inthe way they did.

As a result, a lot of the work dried up: M&A, banking,capital markets. The only practice area that did not stopwas litigation. Even restructuring was not that busybecause the banks were paralysed.

By December, the news was going from bad to worse.We nicknamed the FT the ‘Daily Pessimist’, because it wasfull of unremitting gloom and despondency. I was in NewYork at the time, having based myself in our office therefor three months, and the mood was even gloomier there.Our clients told us not to expect anything from them. Infact, one senior banker at one of our major clients told me that he expected us to be “sharing their pain”.

S urviving th eeconomic coro n a rySenior partner David Morley takes writer and A&O historianHumphrey Keenlyside through the firm’s annus horribilis.

alumniyearbook2009 7

We knew then that we had to put in place somecontingency arrangements to ensure the future of thebusiness if things did not get better. We had a Boardmeeting in New York in December 2008 to draw up plans for how we would react if activity levels continuedto plunge, which they did. Our activity levels, forexample, in the autumn of 2008 were 15 per cent downon the previous autumn. Plus, we had a large exposure tothe banking sector.

The striking feature was that the downturn was acrossthe entire business; it was synchronised globally. Theremight have been one or two areas which were holding up,but this was not like previous recessions, where thedownturn in some parts of the business was more thanoffset by growth in other areas, particularly restructuring.

Come January 2009 and busyness levels continued toplummet. There was simply not enough work to keep all ofour people sufficiently busy. We had to ask: What are wegoing to do if this continues? How long do we wait beforewe take any action? We resolved that we would have to actd e c i s i v e l y, from a position of strength, and quickly.

And the decision we reached was that we would have tore s t ru c t u re, to cut back on our numbers. We decided straightaway that if we were going to reduce jobs, this would includep a rtners as well as staff across the whole firm. After lookingat the figures, and making projections, we decided to re d u c ethe size of the firm by about nine per cent.

What we told the partners was that our assumption wasthat things would get no better in 2009 and if there was are c o v e ry in 2010, it would be a weak one. That was ourcentral forecast. We still don’t know how things will turnout. Although it appears the global economy has levelledout, there is little sign of sustained re c o v e ry at the moment,so it appears we were n ’t unduly pessimistic.

Why nine per cent?There is no particular magic to the figure of nine per cent.Rather it was a judgement as to how many people wethought we needed to keep fully occupied to service thework that we projected we were likely to have in theimmediate term, the medium term and the long term – sofar as we could make predictions.

It was also calculated on the basis that it would be aone-off reduction. We did not want to get into what youmight call a ‘salami slice’ approach, where you cut by abit, then later you cut a little more, and so on. Thatwould be very destructive of morale.

A third key consideration was that, by taking thedecision early, we could be generous to people that weasked to leave. It was obviously going to be a big shock to

alumniyearbook20098

them. We had never done anything like this in the historyof the firm and it was important that we treated peoplewell. And that costs a lot of money. Total packagesamounted to £46 million.

Our concern was that if we left it another nine months ora year, we could not guarantee to be as generous in ourp a y - o ffs. We wanted to treat our people as well as possible.

Obviously, this was a calculation. We could have waitednine months. Business could have picked up and it mighthave turned out that we did not need to take this step. Orthings could have got even worse.

Given that you have said that activity levels were down by15 per cent, why not reduce the numbers by 15 per cent?We thought that 15 per cent would be too severe. At thatpoint, in February, not everyone thought that the situationwas that bad. We had some new transactions, but fewM&A and financings. We had some big cases, acting forHBOS in the case against Lloyds TSB.

How did you decide where and how to make the cuts?We established a group of 15 partners, essentiallyresponsible for the leadership of the business, comprisingthe Board, heads of some major offices and heads ofpractice groups, who were given the task. We started offwith an assessment at the practice group level, to look atwhich business areas were most likely to be affected, howpermanent that was and what the implications were overthe next one, three and five years.

So, for example, we concluded that the heavilystructured finance business was unlikely to come backsoon, if ever. Whereas M&A work, although currentlydown, was likely to return at some point. The same forreal estate, which has been in the doldrums for over twoyears. But, at some point, the real estate business willcome back, so it would not make sense to decimate thatarea of practice.

That was the first step. Then we looked at the manpower we had and made

assessments based on a range of criteria, all of which havebeen published, about those people who were in areas thatwe decided were unlikely to come back and those peoplein areas where business would re t u rn but where we hado v e rc a p a c i t y. That included an assessment of people’sability to adapt to diff e rent roles, demonstrated by pastexperience – essentially their ability to perf o rm in the newe n v i ronment.

Once we had made those assessments, the decisions int e rms of which staff to ask to leave fell out of that. Thatwas done office by office.

For those partners who did not make the cut, to what extent was their past performance scrutinised? How big a weight did you assign to that criterion?It was a factor, obviously. But not necessarily the mostimportant factor. We certainly looked at their overallfinancial performance over the last three years. But theassumption some people seem to have made, that therewas a cut-off line based purely on past billings, is simplywrong. It was much more about people’s ability tocontribute in the future, in changed circumstances.

There was necessarily an element of subjectivity becausehuman beings ultimately have to make the assessmentsand weigh up the factors. But, honestly, if we had giventhat job to another group of 15 partners, I would besurprised if they came up with a much different answer.

So, in terms of numbers, what was the final outcome?We asked 47 partners to leave, and another 35 to take apoints reduction.

The approach to staff across the world was determinedby the different employment laws in the jurisdictions inwhich we operate. However, the criteria we used for staffselection were: individual performance, busyness, sicknessrecord, disciplinary record, versatility, contribution andpotential. In all, around 400 left the firm.

But what about brilliant individuals who happened to bein a department or practice area earmarked to be cut?That is the nature of a reduced need for their services, I am afraid.

Tell me about the announcement.The announcement was made on 19 February. It was ahuge exercise in coordinated communication. We wereparticularly concerned not to have a leak. We did notwant partners or staff to hear it from the press, ratherthan from us. That would create a huge amount of badfeeling. Throughout the whole process, confidentiality wasparamount. And it did not leak.

First of all, on the morning of 19 February, we told allof the partners who we were going to ask to leave. Wespoke to each of them individually prior to the call withthe whole partnership.

At 1pm London time, we had a conference call, with500 partners dialling in. Wim and I announced therestructuring in that call.

In the afternoon, we got in touch with those partnerswe were asking to take a points reduction. It wasannounced to the staff in the afternoon as well. And, alsothat afternoon, I sent an individual e-mail to every partner

alumniyearbook2009 9

who was either not being laid off or receiving a points cutto say that they were not affected.

What was the reaction of the partners and staff?I think it went as well as it could have in thosecircumstances. Most partners I think felt a sense of reliefthat something was being done. Everyone knew we hadovercapacity. There was not enough work to keepeveryone busy. The news continued to be gloomy. Eventhose who had been asked to go, at least they hadcertainty. That was a key driver for us, to give people asmuch certainty as we could.

What was important was that we carried on beingfocused on our clients, generating revenues and were notunduly inward-looking or obsessed.

To what extent could partners not have taken a significantcut in their share of profits in order to save jobs?Going through the restructuring did entail a direct cost to the partners. We funded redundancies out of profits.Partners took some pain.

Secondly, we live in a competitive world, and wecompete not just with law firms but with others in thecommercial world, to get the most talented people. If wehad suggested that the majority of partners should take asubstantial hit to profitability in order to preserve jobs, Ithink you would find some partners, possibly our bestones, thinking about going elsewhere, on the basis thatthe firm was not prepared to take tough decisions, tomanage the business effectively. I am not saying thepartners are a disloyal or money-grubbing bunch. Theyaren’t. It is just that we live in a competitive world. At acertain point, people will take other options if they arenot satisfied with the direction of the firm.

And then, thirdly, what percentage drop in profits isacceptable? Is it 10 per cent, 20 per cent, more? Thesteam goes out of the whole business if you plan forfalling profits. That is nothing to do with greed; it is amatter of a business being run effectively.

And, fourt h l y, that would have been weak leadership.E v e ryone knows that in good times you tend to over- re c ru i t .You need people to get the work done. That gets exposedwhen you get a downturn, certainly of the severity that wehave had now. This is the worst that anyone has seen for 60or 70 years.

I think we would eventually have had an exodus ofp a rtners if we had not responded in the way we did, to havethe leadership deal effectively with the problem.

So partners simply taking a deep cut in profits was not the answer. If that is what the leadership had said to

the partnership, I think we could have triggered adangerous decline.

What has been the reaction by clients?All of the feedback we have had from clients is that they are sympathetic with our restructuring and mostacknowledge that we had to do it, that we grasped thenettle. Our financial clients have suffered much morethan we have.

Clients are saying they want more for less, and so theyapprove of our efforts to reduce the cost base. Clientswant to see their law firms becoming more efficient.

Reputationally, I don’t think it has done us any harm.The openness and transparency were appreciated – a lotof people have said that this was the right way to do it.

What happens when things pick up? Could you bringpeople back?It is very unlikely that we will see a recovery that was sofast that we would immediately re-recruit.

Would you say that Allen & Overy had become too big?No. I think if we had run business so defensively andconservatively that we were always ready for the nextdepression, we would still be a 50-partner firm. Wewould not have created so many jobs or – let’s be frank – the wealth. There are business cycles, and if you don’t take advantage of the upturn you are leftbehind your competitors.

But I remember well there was a lot of gloating abouthow fast Allen & Overy was growing. I hope it wasn’t me who was gloating! If you look back overour development over the past 10 to 15 years, it has been asuccess story. We occupy a unique position in the world’slegal market. Otherwise, we would be a bit part player.

But has that harmed you in the current environment? Is it perhaps the case that Slaughters, which has retained adomestic business, has withstood the downturn better?I don’t know that, because Slaughters don’t publish theiraccounts. They are a different firm. There is room for anumber of different models. The idea that we could havestayed domestic would have been a disastrous strategicchoice, if we wanted to be a first tier firm.

I have heard it said that this current downturn gives scopefor fresh thinking and innovation. Do you think it does?I think it shakes people out of old ways of thinking. It isdifficult to argue that case too loudly because it sounds

alumniyearbook200910

heartless to people who lost their jobs and I have everysympathy with them, but it was Joseph Schumpeter, theeconomist, who coined the phrase “creative destruction”,and there is something in that.

We won’t know for another five years but I have nodoubt that, having got our house in ord e r, we will come out of this stro n g l y, when the upturn does come. People a re thinking innovatively. People have a more open mind.

Isn’t this a setback, though? Yes, of course it is. But we are not alone in having gonethrough a restructuring. We decided that we would beopen and transparent throughout the whole process. Wewould be very clear what we were doing, why we weredoing it, even how much it was costing.

Looking forward, and I know that the immediate future isuncertain, do you think that this has an overall impact onthe way that the firm will be run in future?A&O has always been a pretty consensual place, at thepartner level. Your involvement in decision-making willvary depending on where you are, your appetite forgetting involved and so on. You can’t run a 500-partner,US$2 billion enterprise through plebiscite. Partnersunderstand that. Having said that, it is pretty unusual fordecisions to be made at the centre which have not beenthoroughly consulted on within the partnership. Thatconsensual approach will continue.

What happened in this restructuring is that we feltcircumstances required us to use the authority in thecentre; otherwise it would not have got done quickly.Plus we would have put the whole partnership under a cloud, because everyone would have been worried about their security, leading perhaps to a long period of navel-gazing and possibly worse, competitive in-fighting and so on.

I don’t think that that means we are moving to a more‘command and control’ type of firm. It wouldn’t work. Itis counterintuitive to us, to run a firm other than bygeneral consensus. It is certainly not my style.

In the long term, there will be an impact. In some ways,some partners feel the deal has changed. They feelpotentially exposed, in ways that they did not feel before.Some feel relatively insecure compared to the way theyfelt previously. I hope that will settle down over time.

The banks may well have to increase their capital so thatin the good times they have money set aside to cover thebad. Do you think that you will have to do the same?We have always run the business very conservatively from

‘‘’’

I have no doubtthat, having got ourhouse in order, we

will come out ofthis strongly

alumniyearbook2009 11

a financial point of view, which is why we were able topay for the redundancies out of our cash reserves. Theexpense of the restructuring was all taken in last year’saccounts. We have started this financial year with a cleanfinancial slate, if you like.

There has been debate about this in the past. Should wegive cash back to partners faster than we do? And wehave resisted that. We always felt it was better to befiscally conservative. And I think that stood us in goodstead. There is always a balance to be drawn.

You could say that strategy has paid off because it hascovered you in the worst of circumstances.I would not want to claim that because we don’t knowwhat will happen but, yes, hopefully it will have done.Things are better now and maybe we will see a slowsteady recovery, but who knows?

What about your overall strategy of globalisation, based around your three core practice areas? That has not been so affected. We have talked to a lot ofpartners over the past couple of months and I don’t thinkfundamentally the strategy is changing. We are aiming togrow our litigation practice from around 10 per cent to15 per cent, for example.

That has not changed. Recently, we hired two IPlitigation partners in London. We want to continue togrow our emerging markets business and that has notchanged. But the pace at which we are growing hasobviously been affected. Asia has been probably the worstaffected of every region.

But China has come first out of the recession.It has, and we are just beginning to see that in terms of legal work.

So despite this drastic step of restructuring, is Allen &Overy still much the same sort of firm?I would say that the culture of the firm has not changed. I don’t think the foundations have disappeared, althoughthey may have been shaken a bit. The nature of thepartner relationship has probably been affected, in theshort term.

We have still got work to do in order to encouragepeople to believe that the old values of working together,collaboration and running the firm for the common good, still persist. There will be some partners who believe that the deal has changed, and it is every man for himself. It’s vital that all of us demonstrate that this is not the case.

So you want to avoid that.Of course, I want to avoid that. I have said to the part n e r s ,though, that it is up to them. If every partner wants to dothat, then no matter what I say, that will happen.

What is your sense?My sense is that people are more worried that the ethos of the partnership might change in the future, rather thanthinking that it is actually happening now. I would like tothink that that is not a big problem and, as time goes by,people will see that we haven’t changed our core values.

From the staff side, I get the feeling that staff areover it. Unlike the partner cuts, which were dealt withcentrally, the process for staff redundancies was dictatedby local laws. In London, there was a short period ofuncertainty which lasted six weeks, because of the processof making redundancies by law here. People did not knowwhether they were going to lose their jobs, or, if they did,what package they would get. We tried very hard toexplain what was happening to everyone, to reduce the uncertainty.

Let me share a little story with you, by way of an aside. On the day of the announcement, where, as I said,everybody’s job was put at risk, at least in London, as Igot in the lift that evening to go downstairs, there was awoman from the IT department in the lift, and she lookedat me and she said, “You must have had a hard day,David.” So I said, yes, but surely it was far worse for her,because of the uncertainty about the redundancies. Shesaid, “Yes, but I know how much you love this place and, for what it is worth, I think you have dealt with it very well.” I thought how amazing that was, thatsomeone in her position was concerned about how I was feeling.

What I would say more generally is that a situation likethis can bring out the best in people. I believe thateveryone behaved incredibly well, including those who leftor who took points reductions. They showed astoundinghonour and professionalism. Every single one of thepartners affected has agreed terms with us. It is a greattribute to them.

This is the ultimate test of the alumni, to have peopledepart on good terms with no hard feelings.It is very difficult to keep on good terms with everyone inthat situation because there are bound to be people whofeel aggrieved, or who feel the process was not handledcorrectly, but we certainly tried very hard to do things in ahuman, fair-minded and a decent way. It seemed to methat this was the right – and a very A&O – approach.

O V E R V I E W

Building ona unique fo u n d a t i o n

alumniyearbook200912

“Why oh why would I want to be part of the Alumni Programmeof my old law firm?” If you are not sure, read on…

As I write this overview of the A&O Alumniyear, I have just returned from a meeting withmembers of the Alumni Advisory Board whogather twice a year to encourage and assist the

alumni team. The combination of Paul Monk and VinceNeicho, with 60 years of A&O experience between them,produced a lot of extremely amusing stories of all sorts ofadventures conducted in the corridors (and lifts) of ouroffices or on business trips the world over. As our Aussieand Kiwi alums reflect in our article on page 22, it’s thecharacters – the eccentric, the difficult, the irascible andthe often brilliant – whom you remember as you cast yourmind back to an age of telexes, red herrings and doorslocked by the Bank of England at 9pm. That sharedexperience is something uniquely ‘A&O’ and it is thisbond that continues to bring people to the programme.

Looking back has been inevitable this year, given that inthe present we are witnessing the most turbulent economictimes that any of us have experienced. The storm whichw recked Lehmans has left no international law firmuntouched and David Morley, the senior part n e r, commentsin an interview (page 6) on how A&O has responded tothese extremely challenging times. Our Alumni Pro g r a m m ehas not been immune either and a reduced budget has seena refocusing of the programme and a redesign of thispublication as a soft cover book rather than a hard cover.We hope that you enjoy the ‘Yearbook Lite’ and that youfeel that the changes that have been made are appro p r i a t efor the revised economic conditions.

The firm’s relationship with its alumni is as importantas ever. Times have changed and it is no longerinappropriate to be open about networking with formercolleagues and partners; in fact it is now expected andappreciated. Many of our alums have taken upopportunities provided by the programme to meet andexplore new opportunities, at receptions hosted inLondon, Amsterdam, Bangkok, Antwerp and Paris. Our careers centre on our website(www.allenovery.com/alumni) has been inundated withhits as we have been posting all A&O vacanciesworldwide and every job we hear about in the openmarket. More than 500 jobs have been posted on the

A&O alumni inAntwerp and (insetabove) Bangkok.

website since mid-2009. We now have nearly 3,000alumni members registered. Please do invite anyone youknow who used to be at A&O to become a member ifthey have not done so already.

There have been lots of other social gatherings duringthe year. In the sports arena we held our annual golf day,a small but popular event, as well as a cricket match atHighclere Castle (see page 48).

Our singers and musicians trod the boards again thisyear with a fantastic production of The Mikado byGilbert & Sullivan. It is just amazing to see how the jointAlumni and Allen & Overy Choir and Orchestra hasdeveloped over the last few years. Its members provide ahuge amount of entertainment for those who take partand it’s a great spectacle for the audience as well. Nextyear, they are taking on their most ambitious venture yet:performing The Magic Flute at Glyndebourne, one of theUK’s premier opera venues. This amazing feat has beenthe brainchild of former senior partner Guy Beringer. Theperformance will be held on Saturday 13 February 2010 –please contact Jenny Bell, alumni coordinator, for tickets.

The alumni charity this year has been Treloar Schooland College, with which A&O alumnus Peter Holland isclosely involved. I really enjoyed running the LondonMarathon for the charity and in total our fundraisingefforts have raised £11,500. On the subject of charity, thefirm has launched a three-year global partnership with theInternational Federation of Red Cross and Red CrescentSocieties. The Red Cross will be A&O’s first ever globalcharity partner and there will be plenty of opportunitiesfor our alumni to get involved – please keep checking the website.

The Alumni Advisory Board has had a large influx ofnew board members join us this year. Their task is tomake sure that ideas keep coming thick and fast for newways to provide our service to A&O alumni. They arereally inspirational and our discussions are alwaysenjoyable. Whether you are an Advisory Board Memberor not, we would like to encourage you to let us knowwhat you want and need from your alumni programme –new ideas, thoughts and opinions are vital to keep usmoving forward and we’d love to hear from you.

All in all, a challenging year, but we look forward towhat 2010 will bring. I do hope that you enjoy this latestyearbook and please do let us have your feedback.

Chairman, Alumni Programme

A&O alumni and staffat receptions in London,Paris and Amsterdam(above, right and below)and on stage (bottom)presenting The Mikado.

P R O F I L E J A N M A A R T E N S L A G T E R

C h a mpion ofthe small share h o l d e r

alumniyearbook200914

Familiarity is said to breed contempt. Jan MaartenSlagter would substitute respect, especially whenconsidering the abilities of lawyers from thecompany that gave him his start. And just as well,

since these days he’s likely to find himself on the otherside to A&O across the negotiating table and in the courtroom. “I know how good they are, so I always make surewe at VEB are on our toes,” he says. VEB? As they say,see below.

Jan Maarten, alumnus of Loeff Claeys Verbeke (whichmerged with Allen & Overy in 2000), has fond memoriesof his time with the firm. Many of his former colleaguesare friends to this day.

Graduating from Leiden University in the Netherlands,he chose to join Loeff Claeys Verbeke because (“with thearrogance of youth”) he asked for and was granted a seatin the New York office as part of his training. A rival firmwas not so accommodating.

He joined the firm in late 1993, starting in Corporateand then moving in his second year to Employment. Thesecond area of practice suited him well, not least becauseit involved some litigation as well as transactional work,and it was into this department that he qualified in 1997.

He enjoyed the work and the feeling of camaraderie in

the department. But for Jan Maarten, law was always aplatform from which to launch another career. His firstlove was writing, and he had always had it in mind that,at some point, he would become a journalist. Editing thelaw journal at university had served to whet his appetite.

So when he spotted an advertisement seeking journalistsfor the principal Dutch business paper, Het FinancieeleDagblad, a golden opportunity presented itself. “Whatstood out was that the paper was looking for people froma variety of professions, not just those with experience ofjournalism. I later found that they were not particularlykeen on hiring lawyers, but I was able to overcome thatobstacle and was offered the job.”

He was assigned to the ‘fixed income desk’. This wasnot his first choice, not least because he knew little aboutthat area of business, but it proved to be a good steppingstone. “Fixed income covered everything from corporatebonds to monetary policy,” he says. “It was a very goodtraining ground because, in one way or another, itreflected wider economic trends. Broadly speaking, if youunderstand the fixed income world, you can write aboutanything to do with economics.”

He became banking editor in 2000, after two yearslearning his craft and getting experience of daily

Lawyer, journalist, champion of the small investor... alumnus Jan MaartenSlagter tells Humphrey Keenlyside how his career to date has unfolded.

Stroke play: Jan Maarten prepares for a morning’s rowing on the river at Leidschendam.

‘‘ ’’I know how good they [A&O] are, so Ialways make sure we are on our toes

journalism. It was a timely promotion. The banks in TheNetherlands were then undergoing a fundamental shift ofstrategy – to expand into Europe and internationally –and there was a change at the helm of all the key Dutchbanks, among them ING, ABN Amro and Fortis. In otherwords, there was plenty to write about.

Satisfying though this remit was, Jan Maarten had othergoals. Specifically, he coveted the position of the paper’sLondon correspondent, a vacancy for which arose in 2004.He reasoned he could continue to re p o rt on developmentsof the Dutch banks, this time from the London perspective,as well as covering the wider dimension of the City ofLondon as a leading international financial centre. Hewould also cover British politics, the role of Britain inE u rope and, by way of light relief, write sketches about the quirks and foibles of the Brits.

His case was a strong one, and the editor waspersuaded. Jan Maarten, his wife, Hester(whom he had met at the Leiden law journal)and their four-year-old son, Jan, moved to

London in September 2004. They found a house inFulham, where Jan Maarten also set up an office, enrolledJan in a local school and settled down to life in London.Visiting the City virtually every day, he found a constantstream of material about which he could write. “This wasboom time generally and, added to that, there were somemajor stories involving Dutch banks, culminating, ofcourse, in the story of the acquisition of ABN Amro.”

As well as writing for Het Financieele Dagblad, he wasdoing pieces for that paper’s radio station and filing copyfor the Belgian financial daily, De Tijd. Away from work,he was able to collect Jan from his school, also in Fulham,and take up rowing on the Thames.

He had committed to being the London correspondentfor five years. But then, in 2007, while visiting Holland,he saw another advertisement that caused a rethink. Thiswas for the post of director of VEB (short for Verenigingvan Effectenbezitters), the Dutch investors’ association,which represents and lobbies on behalf of the interests ofshareholders in publicly listed companies.

The job struck a particular chord with Jan Maarten. “I had always been interested in the issue of share h o l d e rrights. In fact, the more I covered corporate activity, them o re I came to realise how vital it is to economies that youhave thriving shareholder participation. But, in Holland,unlike the UK, shareholders do not have a strong voice,which is why VEB perf o rms such a vital role.”

He decided it was too good an opportunity to miss.Studying the job specs, he certainly seemed to be qualified– having media experience, knowledge of the law andaffinity with the financial markets. “It was a toughdecision: we were very happy in London, and I had aloyalty to the paper. But, ultimately, this was the sort ofjob that might come up only every 10 years and I knew Ihad to go for it,” Jan Maarten says. He applied andsucceeded: he and his family moved to The Hague, whereVEB is based, in August 2007.

A Saturday morning of coxed fours in the serene Dutch countryside is Jan Maarten’s answer to work-life balance.

alumniyearbook2009 17

It was certainly a challenging assignment. He spentmuch of his first year attending to internal managerialmatters. VEB, which has a membership of 45,000, alsohas a staff of around 30. He brought in some new peopleand effected a restructuring of management.

At the same time, the effects of the credit crunch, andthe subsequent collapse of the banking and financialservices sectors, were having a major impact on the workof the organisation. “We were forced onto the back foot,”Jan Maarten says, using a cricketing metaphor withwhich, as a keen cricket player himself, he is very familiar.

VEB found itself heavily engaged in a series of activities,ranging from high-profile publicity campaigns to full-scalelitigation, in the pursuit of its cause. It is one of theprincipal parties suing the Dutch government over thenationalisation of Fortis in 2008, maintaining that theinterests of the shareholders were not sufficiently takeninto account in the process. Another part of the claim isthat the government unnecessarily nationalised theinsurance businesses of Fortis. At the Enterprise Chamberof the Amsterdam Court of Appeal, VEB pressed for, andsecured, an inquiry into the collapse of Fortis.

All of these actions require funding, which comesfrom a mixture of members’ subscriptions anddamages won in previous court actions (“ourwar chest”, says Jan Maarten). Nevertheless,

he explains that VEB has to be selective in the actions itmounts. “We have to choose which battles to pick andfollow up rhetoric with action. We have to weigh ourresources against the importance of the issues and actionsat stake.”

P l e n t y, then, to keep him busy for the foreseeable future .But he is keen to enjoy himself out of work, as well asbeing fully engaged during working hours. He continues toro w, on Saturday mornings, coaches Jan’s soccer team, andis an avid re a d e r, particularly of American literature. Healso highly recommends Niall Ferg u s o n ’s The Ascent ofM o n e y. The family travel re g u l a r l y, and he tries to getback to London whenever he can.

So, finally, how did he, as a Dutchman, come to likecricket? He explains that he used to play as child withother “kids on the block” when growing up in Oegstgeest,

a village near Leiden. A school friend, Simon Kuper (nowa Financial Times columnist in Paris), also played cricket.“He gave me and my brother the bug! I was never verygood, but liked the combination of individual andcollective achievement and the leisurely summer daysspent in pleasant surroundings.”

He joined a team and played matches against clubs inThe Hague, Wassenaar and Rotterdam. When he movedto Amsterdam to work for A&O he played for ACC(Amsterdam Cricket Club) before “family obligationsstarted to take over the weekend.”

Prior commitments meant that he was not able to come to the Alumni Cricket Day on 6 September, but JanMaarten says that he will definitely be there, with his fullcricket kit bag, for the next one.

‘‘ ’’We have to choose which battles to pick… We have to

weigh our resources against the importance of the issues

O V E R V I E W A F T E R T H E F A L L

Trying to herdthe Easte rn Tige r s

alumniyearbook200918

As in other continents, Asia hasbeen deeply affected by thebanking crisis of 2008 and theconsequent economic

downturn. The region has been the engineof global economic growth in the pastdecade and more. China alone has risento become the world’s third largesteconomy and its second largest trader,with the prospect of dominating theworld economy some time around themiddle of this century.

Asian-style capitalism, founded onunrelenting enterprise, low costs, export generation and family and business networks, has been hugelyinfluential, and other regions have endeavoured toemulate it. So the impact of the crisis on Asia, and itsresponse, matters for everyone.

In this context, it is worth pointing out twoqualifications. The first is that we need to be careful about lumping Asian countries together as one whole.India is as different from China as Thailand is fromTaiwan. Japan is often viewed as in a separate category;bankers, analysts and economists often refer to ‘Asia,

ex-Japan’. The histories, cultures,economies and political structures varygreatly, and that means that the outcomeof the crisis for the way business is donewill also vary from place to place. It ishard to imagine Asian directives in thesame way that there are Europeandirectives, for example.

The second key observation is that Asiawas better prepared for the current crisis,having itself only a decade ago sufferedfrom the financial crisis of 1997-8. That in itself led to a series of regulatory

reforms, as well as greater caution on the part of banks,which created a more stable environment. As a result, no institutions in Asia were as vulnerable as their western counterparts to the impact of the Lehman fallout, and indeed no Asian bank failed, no Asianinstitution went under.

With those qualifications in mind, it is possible toanalyse the impact incrementally: starting with the d i rect consequences of the crisis; examining the ancillaryimpact resulting from pending changes in the United Statesand Europe; considering the consequent adjustments of

The shockwaves of the financial crisis swept into Asia but, as Alan Ewinswrites, a different set of circumstances is likely to produce a different outcome for the regulatory environment.

re g u l a t o ry stru c t u res; and, finally, speculating on theoverall impact on the business environment.

The capital/prudential crisis, which was at theh e a rt of the market turmoil in the United Statesand Europe, has not translated into Asia. In Asia,the most damaging direct result of the Lehman

collapse has been a scandal in Hong Kong and Singaporeinvolving the mis-selling of ‘mini-bonds’, which left a larg enumber of retail investors holding loss-making derivatives.

The scandal exposed weaknesses in the regulatoryenvironment which permitted the sale of complexfinancial products to anyone who was willing to buythem. As the local gossip had it, little old ladies werespending hard-saved money on risky products of whichthey had little understanding except that they had beenpromised high returns. One particularly notorious‘product’, the ‘Accumulator’, came to be known inCantonese as ‘I Kill You Later’.

When the Lehman crisis hit, investors discovered thattheir promised returns had swiftly turned into paperlosses. Protests and outrage followed, with manyconveniently overlooking the fact that they had beenhappy to enjoy returns in the boom times. Nevertheless,

their complaints worked: it took agreement by theregulatory authorities and distributing banks to buy thebonds back from the investors to settle the issue. Timewill tell whether that is the end of it. In Singapore, theapproach of the authorities was to take the distributors totask, but no compensation was paid.

The upshot is that there will in future be greaterrestrictions placed on the distribution of products to retailinvestors. Other potential developments are clearer,certainly in Hong Kong where they have led to moreprominent disclosure in offer documents, the creation ofan ombudsman and, more generally, investor educationprogrammes to raise levels of awareness. All of thesechanges are aimed at addressing the needs of investors.

A second immediate consequence of the banking crisishas been far stricter enforcement of existing regulations,pretty much across the region. The regulators in Japan,South Korea and China have certainly flexed theirmuscles. In Hong Kong, a clampdown on insider tradinghas resulted not just in heavy fines but in prison sentencesfor those found guilty – to the consternation of somequarters of the financial community who have had a rudeawakening as regards market practices. Even Thailand has joined in the fray with insider dealing prosecutions.

‘‘’’

The regulators…have certainly

flexed theirmuscles

So much for the immediate effects of the crisis.There have also been knock-on effects fromactions taken in the United States and Europe.Here the focus has been on prudential and

supervisory matters and not so much on the conduct ofbusiness. Capital and liquidity requirements, off-balancesheet structures, governance and compliance have allcome under scrutiny and are almost certainly going to besubject to change.

Bankers’ bonuses – and even the overall contributionthat bankers make to society – have made newspaperheadlines, fuelled by populist reactions among somepoliticians and regulators. In Asia, these have been viewedwith a degree of surprise. While in Europe the impressionis that many people would be happy to hang bankersfrom the nearest lamppost, in Asia they are more likely tobe patted on the back.

Banks will be required to change their capitalframeworks, in all likelihood codified into a revampedBasel II, to address quality and quantity of capital, riskweighting of banking book assets, securitisation, andgenerally to adopt entirely new liquidity arrangements.

Whether these will be adopted across the board in Asiawill depend on which jurisdiction is involved. For thosejurisdictions that are essentially domestically focused,there is deemed to be a less pressing need to reform theregulatory environment. However, for those that holdthemselves out to be international financial centres

(Tokyo, Hong Kong, Singapore, and, eventually,Shanghai), there is recognition that their regulatoryregimes will have to fall in line with global changes. Forthese centres, there is a competitive reason for them toimprove standards.

But not without much careful analysis. In Hong Kong,for example, there will be a ‘wait and see’ attitude.Changes to the Basel regime are likely to work their wayinto the formal Hong Kong regime, but in this, as withother areas of potential re g u l a t o ry change, it has beenmade clear by the Hong Kong regulators that Hong Kongwill not automatically adopt all changes made in Euro p eor the US, but will rather consider what needs to be doneto improve the domestic regime while actively part i c i p a t i n gin the global market re f o rm process. China is likely toadopt a similar approach. However, the fragmentaryn a t u re of the Asian region makes generalities impossible.

The crisis has also prompted governments in severalAsian countries to review the structure of their regulatoryregimes. Most are based on an institutional model (i.e.entities are regulated based on what they are – banks,insurance companies, brokers – rather than on what theysell). There is pressure for change, with the so-called‘Twin Peaks’ model offering a possible alternative. Underthis system, regulation is divided between a prudentialsupervisor of institutions and a body that deals with theconduct of business.

The Japanese and Singaporean regulators are likely to

‘‘ ’’A clampdown on insider trading

has resulted [in]… a rude awakeningas regards market practices

alumniyearbook2009 21

remain as they are; Korea experienced the upheaval of a‘big bang’ earlier this year so is unlikely to make majorchanges; and China is unlikely to consolidate. Hong Kongis the most likely source of change, but needs to guardagainst the damaging disruption of its markets.

What about the wider impact on howbusiness is done in Asia? Will thesedevelopments mark the end of theregion’s freewheeling capitalism that has

served it so well over the past 30 years? Has the powershifted from business to the state? Will previouslyacceptable codes of conduct, or a lack of them, adopted inbusiness give way to greater transparency?

There is no doubt that the crisis has dented confidenceacross Asia, even though it was spared some of thecorporate catastrophes of the West. And we can surelyexpect different regulatory regimes to emerge. There iswidespread acceptance that governments will have to act,and that action will take the form of greater regulation.Here the hope is that change can be brought about tobring Asia, particularly the international financial centresof Hong Kong and Singapore, in line with internationalstandards but without the burdensome bureaucracyperceived to exist in Europe and the United States.

With this in mind, the Hong Kong regulatoryauthorities embarked on widespread consultation acrossall sections of society in September 2009. My guess is thatthis will produce a degree of consensus going forward –the market is aware of a need for changes to be made and is cautiously accepting of them, provided that theregulators do not go too far.

I n t e re s t i n g l y, some practices have already to some extentbeen introduced in the banking and financial serv i c e ssector in anticipation of the likely outcome of theconsultation. People are not waiting to be told what to do;the market has already adjusted (sometimes unwillingly,but as a pragmatic measure to carry on business).

In any case, the concept of freewheeling, rules-freecapitalism is outdated. All countries within the region, tosome degree or other, have regulatory regimes that – asthey are supposed to do – govern how business is done

and impose limits. That of itself has adjusted behaviour.Insider dealing or trading is a good example of the

process of change that has long been under way. Whereas10 or 15 years ago, insider trading in Hong Kong wasseen almost as a perk of the job – indeed it was not evenmade a criminal offence until 2003 – now it is hard tofind anyone who does not recognise that widespreadinsider trading is ultimately harmful for an effective andtransparent business environment. As I have said, placeslike Thailand and China have taken similar lines.

We can expect some further harmonisation ofinternational business standards, bringing about greatertransparency and openness. That process was probablyunder way anyway but has been given added impetus bythe global financial crisis.

There is, however, a proviso. Change to theregulatory regimes will happen, provided thatthe momentum for such change is maintained,and that in turn may depend on how fast

economic growth is restored. There is a chance that if themarket continues to recover, then the will to make thechanges to the regulatory environment and therefore tothe overall business environment will, if not dissipate,certainly weaken. Again, we shall have to wait and see.

In Asia, just as elsewhere, A&O is playing an importantrole in helping to shape the eventual outcome for theregulatory environment. At the end of last year, wesurveyed 700 of our clients around the world on theirviews about future regulation, and published the results.This year’s Annual Report featured an analysis of thecrisis and its impact. In Hong Kong, we hosted anindustry conference to take stock and look ahead andhave conducted an Asian survey of senior marketparticipants; we are also contributing extensively to theconsultation process.

I am firmly of the view that we need to participate as fullyas possible in market development and re f o rm, and notsimply seek to capitalise on the crisis for our own benefit.

❖ Hong Kong-based partner Alan Ewins is the head ofAllen & Overy’s Asian Financial Services Group.

‘‘ ’’People are not wa i t i n g to be to l d what to do;

the market has a l ready adjuste d

R E U N I O N A N T I P O D E A N C O N N E C T I O N S

Working hardand playing harder

alumniyearbook200922

Our Australian and New Zealander alumnifind common ground in the fond memoriesand lasting friendships they retain from theirdays at Allen & Overy... Although not

everyone comes right out with it, the impression is thatmost would gladly relive their A&O days as much for theexperience of working with people at the top of theirgame as for the camaraderie…

Peter Rawlings (right), whonow works for QueenslandTreasury Corporation, was inthe International CapitalMarkets team at A&O fortwo and a bit years during themarket highs of 2004 to2006. Arriving in London as a2 PQE Projects lawyer fromAustralia, he found it “an eye-opening experience”.

“We worked prodigiously hard on some ground-breaking deals, but there was still time for fun,” recallsPeter. “The Securitisation group partied hard, led by theAussies with support from the Irish – a dangerous mix.”After leaving A&O, he spent three years with Citigroup’sFixed Income business in London, returning to Australiain early 2009 with his wife, Emma, and new son, James.In his current role, he provides strategic and corporate

advice to Queensland’s government-owned electricity andwater companies.

“A&O provided a great learning experience,” saysPeter. “I will be studying at Cambridge in 2010 so lookforward to catching up with the old team then.”

At time of writing, Stefanie Driskell was on maternityleave from the Victorian Government Department ofPremier and Cabinet where she is a Senior Legal Adviser.

She left A&O Hong Kong in 2002 after three yearswith the Corporate group, to pursue postgraduate legalstudies at the University of Melbourne. Originally fromthe UK, Stefanie opted to stay in Melbourne aftercompleting her Masters degree: major factors in thatdecision were finding “interesting legal policy work in thearea of public health” and meeting her husband, JolyonRogers, a partner with Middletons Lawyers in Melbourne.Their first child was born in January 2009.

Priscilla Bryans (below) is now a partner in the Head

A&O alumni speak up from Down Under, giving this year’s yearbook adusting of nostalgia covering many years and many Tests...

alumniyearbook2009 23

Office advisory team of Freehills in Sydney. Her practiceinvolves advising listed companies on ‘head office’ matterssuch as directors’ duties, corporate governance,shareholder meetings, regulatory compliance and seniorexecutive remuneration. “I particularly enjoy the strategicnature of the advice sought by clients, including helpingboards address concerns arising out of the global financialcrisis,” she says.

Priscilla was in the Corporate group at A&O from1999 to 2002. Two highlights stand out: working closelywith Keith Godfrey (“a brilliant lawyer and greatmentor”) and the annual sailing trips on the Solent withthe entire team from her corridor. She compensates forMelbourne’s lack of theatre (compared to London) by spending time playing with her nieces.

Patrick St John (right), partner at Freehills, worked atA&O in London in the early ’90s in the Banking group(then known as B3) before returning home to Australia

where he continued to focus onbanking work, in particularproject finance and acquisitionfinance. Eight years ago, hemoved as a lateral partner toFreehills and now heads thefirm’s Banking and Projectsgroup.

He recalls getting stuck inthe lift between floors in theNew Change building one

memorable day. “After a while, the nice man in thesecurity uniform managed to open the doors a bit and Icould see out, but the gap was only small. I was stuck inthere for a while and people were very nice and came totalk to me. One of the partners even sent his secretarydown with some work for me to do!” He now lives inSydney with his wife and two high-school-aged daughters.

‘Patrick had been in the lift so long he’d set up office.’

alumniyearbook200924

Hayley Neilson (right) left A&O’sFinance department in London atthe end of 2005 for the Bankingand Finance group at Freehills,Sydney where she specialises inacquisition and leveraged finance,corporate finance, project financeand restructuring. She was electedto partnership in 2008. She and herpartner, Damon, enjoy the greatfood, wine and lifestyle that Sydney offers, but she misses“great friends I made in my time at A&O – many will befriends for life.”

After 11 years at A&O, initially in the Litigationd e p a rtment in London and latterly in the Part n e r s h i pO ffice, Ian Thomas set off for Adelaide (his wife Amanda’shome town) in 2008. He joined the Commercial Disputesteam at Finlaysons, an Adelaide-only firm with a stro n greputation, and “soon found myself handling somecomplex and difficult cases – including one with an A&OLondon client on the other side.

“It has been a busy time, setting up in a new home in anew country, and establishing myself in a newprofessional role, not to mention (among other things)doing my bit in bringing up our two young children.Cricket and choirs had to take a back seat,” says Ian,“but it has been worth it.”

From New Zealand, Rachel Devine (below) and herfellow alumni at Minter Ellison Rudd Watts throw downthe gauntlet. “We would wager we have the largest ex-A&O partnership team in New Zealand,” she says. Withno fewer than five of the 43 partners at the firm beingA&O alumni, in addition to other staff, it’s hard to seehow they would lose.

Rachel was with A&O inLondon from 2000 to 2002.

She worked with OwenLomas and Ross Fairley

in the Environmentteam, “which wasCO6, if I recallcorrectly.” She enjoyedthe corporate

environmental work and it led to a “fantastic” in-houseenvironmental role with Schlumberger in Paris.

Among her A&O memories, Rachel recalls beingintroduced to Pimms at a senior associate retreat in thecountryside, team retreats “involving a particular footballteam that Owen Lomas loudly supported”, and “a pan-European environment team training session in Frankfurtthat involved Matthew Townsend and large beer steins.”Having left Minter Ellison Rudd Watts seven years earlier,she returned as a partner in 2007 with experience ofworking at another firm – and two young children. Hercurrent environment and planning practice is varied, withboth contentious and non-contentious work, and includesadvising clients in the retail, manufacturing, and energyand resource sectors.

“I can’t believe it’s nearly 10 years since I left A&O,”says Andy Matthews (below centre), partner in MinterEllison Rudd Watt’s Competition and Regulatory team.He was recruited to work at A&O by Brian Harrison in1997, part of a “massive influx of antipodeans” whichincluded now partners Melissa Samuel (née Faye) andTom Levine. “I had great fun in B1, inluding a stint in theMoscow office on a trade finance deal,” he recalls.“Rumours that I jumped ship to the Competition team inC2 in 1998 due to David Murray’s excessive celebrationof England’s victory over the All Blacks in 1997 (actuallya draw) are completely untrue.”

Andy considers himself lucky to be in touch with a largenumber of A&O folk and alumni through travel and theIBA (notably Mike Reynolds and Antonio Bavasso), andto have been able to work on a few deals together. Headds: “It‘s been great visiting the new (to me) Londonoffice, seeing Mark Friend and Mike, and popping in tothe Hong Kong and Singapore offices.

To a Kiwi, these are nice andclose – just an 11-hourflight – and I know thatJeremy Hunt and DavidKidd will happily shoutme a pint on arrival.”Tom Fail (right) worked at

A&O from 2001 to 2006 inthe Projects team in

t rying to be a good host.” Johnc u rrently has a varied commerc i a lpractice, reflecting the smallerc o m m e rcial market in New Zealand,but spiced up by work in film financingand acting for the All Blacks.

Lloyd Kavanagh (below right)was an early resident of what was then known as ‘colonial corridor’ at 9 Cheapside. It was 1987, and he hadleft Rudd Watts & Stone (as MinterEllison Rudd Watts was then called) tojoin the A&O International CapitalMarkets team, working alongsideDavid Krischer, Simon Haddock,Andrew Harrow and many others. “Iremember well the long evenings at theBalls Brothers wine garden during the

transport strikes of the late 1980s, waiting for the trafficto subside,” he says.

He returned to New Zealand “after the obligatorycircular tour of the continent” in the summer of 1990, tojoin another leading NZ firm. “As a partner there, I washeadhunted to lead the legal and regulatory streams of theformation in 2001 of Fonterra, NZ’s largest company, andstayed on in various roles including as the first GeneralCounsel, and then as Associate Director – M&A. Asidelight was to negotiate the merger of the Anchor andLurpak businesses, opposite A&O, in New Change whereI had had many meetings years earlier.

“The Fonterra role also took me on a career journ e ywhich involved directorships in Chile and Israel, and M&Ap rojects around the world, but I always re m e m b e red wellthe lessons I learned from the likes of partners Paul Monk,

R i c h a rd Sykes, Nigel Johnson, Boyan Wells and MarkWelling when at A&O.” During this time, he was alsoa non-executive member of the board of the NewZealand Securities Commission.

Lloyd recently returned to private practice atMinter Ellison Rudd Watts, as a partner in the

Banking and Financial Services team, and was“delighted” to find himself working alongside a group

of very talented A&O alums.Diccon Loxon (above) has just celebrated

25 years as a banking partner atAllens Arthur Robinson. Hewrites: “As well as my ownpractice, within the firm I

supervise all legal educationand act as a consultant to

alumniyearbook2009 25

Singapore and then for six months inthe Banking team in London. “Therewere lots of memorable moments andour team had a lot of fun travellingaround, working on deals in all sorts ofplaces across Asia,” he says. Hereturned to New Zealand in 2006,married Dawn (whom he had met inSingapore) and is now the father of alittle girl who was born late last year.

On the professional front, Tom joinedthe Banking and Financial Services teamat Minter Ellison Rudd Watts as apartner in April 2008. He writes: “Mypractice area in New Zealand is a littlebroader than it was in Singapore and Inow do all sorts of banking relatedwork. It has been nice to have had theopportunity to instruct the London and Rome offices ofAllen & Overy on international aspects of a restructuringdeal we recently completed.”

John McKay (below left), partner in Minter EllisonRudd Watt’s Corporate team, was at A&O in 1995-96,where he worked for Alan Paul and Susan Howard,before returning to New Zealand due to the imminentarrival of his first child. “In the blink of an eye, she hasgrown into a lippy teenager,” he says, “and I now lead theCorporate and Commercial Division in Minter EllisonRudd Watts’s Wellington office.

“Alan and Susan provided fantastic M&A work,including negotiating with ING to purchase a companyafter the company owner (an ING customer) hadembezzled ING funds to build up the world’s larg e s t

private collection of Rembrandtetchings. Alan had quitsmoking but wouldhabitually hold an unlitc i g a rette in his hand duringlong negotiations, and wasonce pursued around the

table by another lawyer witha cigarette lighter who was

alumniyearbook200926

other partners. Outside the firm, I lecture at university, Iam just standing down as president of the Banking andFinancial Services Law Association, and I sit on theboards of not-for-profits, including WWF Australia.

“I remember many things about my time in A&O withfondness and astonishment. Antipodeans were an oddity. Iwas introduced at meetings as ‘Diccon Loxton, anAustralian’, as if to explain any strange behaviour. Mycolleagues could consume amazing amounts of beerand/or wine at lunch. A stern memorandum was sent ifanyone stayed in the office beyond 9pm without havingwarned our landlords, the Bank of England.

“Then there was an Ashes Tour. England startedwinning. The partners, having blocked the dial-up scoreon the telephone system, decided it would be a Very GoodThing to have a Reuters tickertape machine to get newson the market and… other things. After Australiasnatched defeat from the jaws of victory, so many peoplerang to tell me the score that I had to go out for a longwalk, on the same streets where once strode the poet whowrote The Pleasures of Melancholy – he could not havebeen a cricket fan.

“More recently, my last two visits to A&O were tingedwith drama or sadness. On the first, I had a medicalemergency in a conference room and spent a fewinteresting days at the Royal London Hospital; the secondwas to attend a memorial service at St Paul’s for my goodfriend and A&O colleague, Jeremy Willoughby.

“I remain married to Liz, and our three children are about to finish either school, or their second university degree.”

For Andrew Baggio (below), the way ahead was to starthis own legal practice. “Why wait around for partnershipwhen you can make yourself up?” he says. He startedBaggio Legal when he returned home to Adelaide in 2005,having worked in A&O’s Tax department, briefly as anin-house structured finance lawyer in Melbourne and thenfor Baker & McKenzie in Hong Kong. He specialises in

commercial and taxation law, employs threeassociates, continues to have no partners and

finds time to play golf, row and windsurf. Hehas completed one masters degree inTaxation and is completing another inApplied Finance. As if that’s not enough, healso writes for The Weekend Australian. Heis married to Eimear and has three daughters

and two schnauzers.Andrew writes: “Terror for me continues to

be defined as participating in a multipartymeeting with clients and opposing lawyers

as ‘the UK tax advisor’ – at 25 years old and within aweek or so of arriving in the UK. Or trying to pronouncethe names Fionnuala and Siobhan from the A&Otelephone directory.

“Deep-end experience gained at A&O establishedexcellent disciplines and skills that I apply now every day.I remember my days at A&O in the shadow of St Paul’swith great pleasure. I wish I could do it all again!”

Since returning to Sydney in2001, Margot Branson (left) hasworked in-house, firstly withCommonwealth Bank of Australiaand now Macquarie Bank whereshe provides support for the Metalsand Energy Capital business,essentially project and hedgingfacilities for Macquarie’s clients in

the mining/oil and gas sectors. Last year she returned toLondon for a family holiday with her three children andcaught up with “a fair few of the old ‘B1’.”

She remembers her time at A&O fondly – “agonisingover my first facility agreement for Julian Harris (‘Just getthe document out, Margot’); a great Christmas party atMark O’Neill’s newly renovated house (sorry again aboutthe scratched floors, Mark); admiring Mike Duncan’sdrafting skills and his ability to sit patiently in anegotiation meeting, and then ultimately propose the mostappropriate/sensible solution... too many good memoriesto mention them all.”

Catherine Hinchliffe (right)and her husband (both English)moved to Sydney in 2008 onsecondment for her husband’swork, and can’t believe howquickly the year has gone. Shejoined the HR team at ClaytonUtz and says: “It’s surprisinghow many people I meet withlinks to A&O.”

She writes: “Sydney is a greatcity and I love living in Manly, especially in the summer.My daily commute by ferry beats the Tube and my viewof the Gherkin has been replaced by the Harbour Bridge.Once I’m on the ferry home on a Friday night, I feel likeI’m on holiday. Our weekends are spent BBQing,swimming and cycling with friends. It’s so nice to live bythe sea and we spend so much more time outdoors thanwe did in the UK. I do miss some things from home(Cadbury’s Dairy Milk!) but generally life is pretty good.”

More than five years after concluding his two-year stint

alumniyearbook2009 27

with A&O, Barry Jackson says “it’s a rare week whenthere isn’t some reminder of that fun time with the firm.Sometimes it’s a former colleague, sometimes it’s seeingthe firm making news (and generally good stuff) or morethan ever recently, it’s talking to someone here inAustralia who wants to know more about A&O.”

After leaving A&O in 2004, Barry and TomKingsley set up City Jesters to specialise in clientrelationship management (CRM). At the end of2007, that brought him back out to Sydney –where he had worked with Arthur Andersensome 20 years previously.

“This time I came back to Australia to workwith PwC,” writes Barry. “It was interesting to seehow the accounting firms have moved on interms of BD and CRM. They have anamazing matrix of BD tools,programmes and support. Butthey still grapple with many

of the same issues we marketers see at law firms – andlaw firms are not as far behind accounting firms as theyoften think they are.”

In May of 2009, he accepted an offer to join MinterEllison as director of BD. “So I’m now in a new chapterof my life – working between Sydney and Melbourne, andescaping to a fabulous flat at the beach at Nelson Bay(150 kms north of Sydney) whenever we can. Life is notbad here in Oz!”

Nicola Landau (left) joined A&O in 1995 as one of “agreat group” of trainees who mixed a lot of fun with a lotof work. She qualified in 1997 into EPI and workedprincipally for Mark Mansell. She writes: “I learned a lotfrom him and will always have memories of coming towork in the morning after a swim, only to be told I wasnot living right and should just be eating pies forbreakfast like him!”

Since marrying an Aussie and settling in Sydney, Nicolahas become an image consultant and corporate imagetrainer, with clients including JP Morgan and SWAABattorneys. Her fellow A&O trainees Jon Swain and SophieJackson also live in Sydney: Sophie remains a good friend.

Tom Highnam (right withdaughter Maggie) joined A&O as atrainee in September 1996 (alongwith current A&O partners JimFord, Chris Saunders, Ian Ingram-Johnson, Ed Barnett, Louise Wolfsonand Alun Eynon-Evans). Four yearslater, having married fellow traineeKirsten Chew, he emigrated toSydney where he joined the bankingdepartment of Allens ArthurRobinson, becoming a partner in2005. He specialises in structuredfinance, in particular derivatives. Says Tom: “We

originally planned to stay in Australia for twoyears. Nine years and four kids later, we are

still here...”John Knox (left) returned to Sydney after

four years with A&O, three of them in HongKong and one in New York, to found AdventLawyers. He describes it as “a completelynew category of law firm that is changing the

way major corporations and financialinstitutions buy top-tier legal services.” It’s a

similar model to Axiom Legal,which has been successful in

the US and UK. John ismanaging director.

alumniyearbook200928

There will be many an A&O alumnus or alumna who will recall,probably with a slight shiver down the spine, the feeling of beingsummoned into David Mackie’s office. It could be to pass on somepraise, to suggest revisions to a draft, to talk through the next phase

of litigation, or – more likely in my case when he was my boss – to receive adressing-down for some woolly thinking in my interpretation of a particularpiece of law. But, whatever it was, no one ever left his office without havinglearned something valuable. David Mackie, as much as anyone, wasresponsible for the high esteem in which A&O’s litigation department washeld – a reputation which endures.

Today, he is Judge David Mackie QC, senior circuit judge and the first Allen & Overy lawyer to become a judge. He now adjudicates on a variety of “the easier” High Court cases, alternating between hearings in theCommercial Court, the Queen’s Bench Division, the Chancery Division andthe Administrative Court, and in the recently created London MercantileCourt, which he heads.

When I met him in his room in a building adjacent to the Royal Courts ofJustice over a sandwich lunch, I was surprised to learn that he had long heldan ambition to become a judge. “From about the early 1970s, as I watchedjudges at close hand, I thought that would be an interesting job.”

He got his first taste of what such a role might entail in 1988, when he was

P R O F I L E D A V I D M A C K I E

P r i v i l e ge andre s p o n s i b i l i t yDavid Mackie, the first A&O lawyer to become a judge, tells Humphrey Keenlyside about life on the other side of the bench.

Judge David Mackie QC in his chambers: A&O was a “veryinteresting place to be, people were most congenial…”

‘‘’’

As I watched judges atclose hand, I thought

that would be aninteresting job

alumniyearbook200930

appointed as assistant recorder. This involved sitting forfour weeks each year in the Crown Court and CountyCourt, for the most part hearing criminal cases. Fouryears later, he became a recorder on the South EasternCircuit. “It was typically generous of my partners to letme do this,” he says.

Then, in 1998, he was appointed as a deputy HighCourt judge. This was also for four weeks each year,which was “better from the firm’s point of view, not justbecause it was only 10 minutes from the office but alsobecause it was more relevant to what I was doing.” In the same year, he became only the third solicitor tobecome a QC.

He stayed longer at A&O than he had originallyintended. “The firm was a very interesting place to be,people were most congenial and, as A&O grew in size, it became a much more interesting and cosmopolitanplace to work. The firm also had admirable values andkept to them.”

However, in 2004 at the age of 59 (which madehim at the time A&O’s oldest Londonpartner), he decided that if he really wantedto become a judge it was then or never. He

took a post at the Central London Civil Justice Centre, by Regents Park. There, he heard County Court cases and “minor” commercial cases.

For someone who was used to advising global businesson their multimillion dollar disputes, was this notsomething of a comedown? Not at all, he responds. “I was coming to a time of life when I was interested indoing a wide range of cases, not necessarily those wheremoney was important. The County Court cases I heardwere often in areas where I had an interest through thefirm’s pro bono work and where, to be frank, theoutcome would be of greater personal significance thanthat of a commercial dispute.

“That is not to disparage business, which is obviouslyimportant. If you don’t have commerce, you can’t haveeducation, healthcare, policing and everything else whichcreates a civilised society.”

In 2006, David became the first judge of the LondonMercantile Court. This was a new court whose purpose

was to resolve efficiently ordinary commercial disputes asopposed to the very large international cases in which theCommercial Court specialises. As well as in London, theMercantile Court sits in seven other cities in England andWales. David identifies among the bundles on his desk ashareholders’ dispute and a claim for lost cargo, toillustrate the sorts of cases that he hears.

Despite rarely going to Africa as a lawyer,David has also recently been to Tanzania,Ghana and Malawi as part of the Englishjudiciary’s programme to assist other

countries (see opposite).For a “jobbing lawyer”, as David describes himself in

typically self-deprecating fashion, he is thrilled to beinvolved in so many different activities, about which hefeels so passionate. “I have been extraordinarily lucky,”he says. “It is an enormous privilege to be a judge.”

Nevertheless, he is acutely aware that with the privilegecomes a responsibility not to overstay the course, perhapseven retiring before the compulsory retirement age forjudges of 70. “I am very conscious that, as the years goby, you have constantly to recalibrate your assumptions,to bring them in line with changes in society. You don’twant to be seen as an old buffer of a judge.”

Such as the judge in the 1960s who did not know whoThe Beatles were? “Exactly. I almost had that situationmyself in a dispute involving Busta Rhymes, whom Ishould have heard of. Fortunately, there was a youngusher who tipped me off in time, so I didn’t make theobvious mistake!”

He also ponders the fact that he is continuing to workfull-time, when many of his peers are enjoying theirre t i rement. “It would obviously be sensible to stop workingwhile I am still fit.” There are still many hills andmountains that he as a keen walker and hiker would like toscale. The walk from his flat in Rotherhithe across To w e rBridge to the Tube stop, and back again in the evening,gives him his daily exercise, but that is not quite enough.

And one final surprise that people may not know aboutDavid: to keep himself intellectually alert, he is learningItalian. “Languages are supposed to be very good fordecaying brains!”

‘‘ ’’I am very conscious that, as the years go by, you have constantly to recalibrate your assumptions

alumniyearbook2009 31

Pro bono work has always featured highly onDavid’s list of priorities. He headed A&O’s probono programme and continues to volunteer atthe Royal Courts of Justice’s Advice Bureau and

elsewhere. His pro bono activities extend further still. In 2008, he

was enlisted, together with Katherine Reece Thomas, asenior lecturer at the City Law School and an alumna, tovisit Rwanda. This was to prepare a report to assess howthe UK could help Rwanda rebuild its legal structures,effectively destroyed during the civil war of the 1990s.

D a v i d ’s main focus had been on seeing how thefunctioning of the Commercial Court could be impro v e dbut they found that there were more fundamental issues tobe addressed. Unless a country has an adequate businessdispute resolution system, outsiders will hesitate to invest,and domestic business also suff e r s .

“ We discovered that there were serious problems facedby the courts, inextricably linked to challenges faced by thejudges, by the lawyers, the law schools, the universities,and right back to the schools. It was a whole chain ofconnections that needed addressing in order to achieve the desired goal of a better system of business law. ”

Added to that, Rwanda has chosen, in the process of rebuilding its legal institutions, to become a ‘bi-jural’system, adding common law to its civil law tradition, and

also adding English as a third language. This requiredfurther extensive training.

David and Katherine made a series ofrecommendations. Allen & Overy, which assisted in the production of the report prepared for InternationalLawyers Partnership, then set up Project Rwandainternally to follow up on the recommendations. Amongthese were initiatives to supply legal textbooks andmaterials, deliver online training to judges and lawyersand create a permanent website for student queries.

The visit made a strong impression on David. “The administrators and judiciary are extraordinarilyambitious. They are working seven days a week. In mynaivety, I asked the head civil servant with whom we were working where she was intending to go on holidayto which she replied, ‘Holiday? If we work hard enough,maybe the next generation will be able to take holidays.’

“I came back with enormous admiration for what theya re doing in Rwanda as they rebuild their legal institutions.”

A&O’s Project Rwanda has started well. Following avisit to Rwanda in the summer of 2009, plans are in placeto send A&O volunteers (including alumni) to trainlawyers in Rwanda, starting in 2010. David says: “Igreatly admire the energy, speed and commitment withwhich the firm has taken this forward, as do many otherpeople who know of this project.”

The next generation’s holidays

With David are Gatera Gashabana (left), president of the Kigali Bar Association, and lawyers working for the KBA.

D A T E L I N E B A N G K O K – 1

N ovel ta keon chaos th e o ry

Sonya Kalnin reflects on the mysterious appeal of a much-maligned eastern capital.

From my office window, Bangkok sprawls in every direction: glisteningskyscrapers tower above traditional shop houses, residential areas,pockets of greenery and glittering temples; elevated expressways andsky trains snake their way through the urban jungle. Tradition and

modernity collide and mix in Bangkok. Yes, it’s chaotic and crowded, but it’salso vibrant and full of life. I love it.

Growing up in quiet, provincial Chiang Mai, I never wanted to go toBangkok. But having lived here for some time, I couldn’t go back. There’s somuch happening. What was once a small agricultural and fishing village onthe Chao Phraya river delta – the name Bangkok is derived from the Thaiwords bang (village) and kok (wild plums) – is now one of Southeast Asia’sbiggest cities, a cosmopolitan, multicultural place, Thailand’s economic andpolitical centre and a busy international crossroads.

Outwardly, Bangkok continues to develop at a heady pace, yet manytraditional aspects of Thai life remain. That contributes to its appeal. On myway to work each morning, seated in one of the city’s many neon-colouredtaxis, I will often be treated to blaring luk thung music. Frequently comparedto American country music, luk thung is a unique form of Thai music thatevokes nostalgia for a simple and pure, rural way of life. Luk thung songstend to reflect the hardship of everyday life among the poor, which is anunfortunate reality for many of the unskilled migrants who stream intoBangkok from rural Thailand.

In a city of 15 million, it’s not surprising that traffic congestion is an

alumniyearbook200932

Sonya Kalnin joins the midday throng at the market inSoi Tonson, the street behind A&O’s office in Bangkok.

‘‘ ’’Bangkok… is also vibrantand full of life. I love it

alumniyearbook200934

ongoing problem and topic of conversation – like theweather in England. I regularly get stressed about it,especially when there is a meeting involved. Then there’sno alternative but to hop on the back of a motorbike taxito make it on time. And everybody does.

Riding pillion on one of these two-wheeled terrors can be a death-defying experience. Drivers weaveprecariously in and out of traffic, overtake on the inside,treat one-way streets and red traffic lights as optional, and frequently drive short sections along the pavement or wrong side of the road in an effort to get you therejust that bit faster.

Afar quicker way to get around the city is byriver boat, with the roar of outboard motors,the rush of water and the piercing sound of theboat boy’s whistle making for a deafening but

exhilarating journey – another unique Bangkokexperience. The Chao Phraya Express boat operates alongthe main river but there is also an elaborate network ofcanals known as khlongs, which gave Bangkok thenickname of the ‘Venice of the East’. Although most ofthe canals have been converted into streets, many stillexist, with people living and working alongside them.Most are severely polluted repositories of rubbish andsewage, which means travelling along them is not always pleasant.

There are notable exceptions however, such as thefloating khlong market in Taling Chan district and thedowntown Khlong Saen Saeb.

Something that always amazes visitors is the way Thainationalism expresses itself in pride of country and love ofKing. Every day, at 8am and 6pm, our national anthem isbroadcast and everyone stops what they’re doing. InLumpini Park just before 6pm, you will see hundreds ofpeople jogging, walking, doing aerobics, Tai Chi, but onthe stroke of 6pm everyone will stop as though frozen intime and listen to the anthem. If they don’t, guards willblow their whistles to remind them! The second it’s overeveryone’s off and running again.

It may seem an anachronism, but it’s also nice to takeone or two minutes a day to reflect on something beyondyour everyday life. This probably contributes to the city’srelaxed urban pace and its residents’ notoriously laid back attitude.

Modern Bangkok tussles with the problem of preservingtraditional culture and values in the face of globalisationand the city’s international role. So much has changedsince my childhood when, for example, ‘Buy Thai’ was astatement of fact rather than an encouragement. Shopping

now can be an incredible experience. The local marketsremain, with their hustle and bustle, but are increasinglyovershadowed by the modern, luxurious fashion mallsthat contain the international brand names that everyone,including the local population, want.

Popular with office workers are the lunchtime markets near big office buildings. These are only open at midday during the working week and are great placesto grab a quick bite and bargain clothes, shoes and DVDs at the same time. In fact, the one located behindthe Allen & Overy office is a regular haunt of many of our staff.

Bangkokians love food. At any hour, we can alwaysfind something to eat and seldom have to walk furtherthan 100 metres to do so. Food lovers call Bangkok a‘gustatory nirvana’ as the city’s tropical climate andgeographical location have enabled it to become a melting pot of the best of Asia’s cuisines.

An ideal Thai meal is a harmonious blend of spicy,salty, sweet and sour; the best examples are found atstreet food stalls and will often cost less than £1. Wealso enjoy cuisines from around the world. Toprestaurants are dotted all over the city but gettinganywhere in Bangkok, except on bank holidays, requires patience and fortitude.

Much as I enjoy Bangkok, I also enjoy itsg reat transportation connections. The c i t y ’s close proximity to Indochina andlocation between the growing markets of

India and China make it a strategic business location.Plus it’s convenient to visit Malaysia or Singapore for aweekend or the popular seaside re s o rts such as KohSamet, Hua Hin and Pattaya. It’s nice to get out ofBangkok from time to time to relax away from theconstant din of the city.

Bangkok is a city on the move, yet throughout you canfind glimpses of the old Siam with its beautiful, ornatepalaces and temples, its quiet back streets and largesprawling houses in beautifully laid out gardens.Bangkok’s Chinatown, which nestles along the ChaoPhraya river, is one of the most authentic and vibrantChinatowns in the world, and a wonderful place to visittraditional Chinese temples, gold shops, restaurants,markets and numerous other features that are kept aliveby Bangkok’s large ethnic Chinese population. In themidst of all this flows the Chao Phraya River, teemingwith activity in its numerous khlongs. All contribute to the distinct and dynamic personality of Bangkok; anintoxicating mix of East and West.

D A T E L I N E B A N G K O K – 2

S p reading wingsin the city of ange l s

alumniyearbook2009 35

I first visited Bangkok in 2003 as a backpacker and,like many in a similar position, I was disheartened bythe ‘busyness’ of the city centre, the crowded streetsand the constant shouts offering everything from the

ubiquitous tuk-tuk auto rickshaws to things that require alittle imagination. I left after a couple of days, havingrecovered from my jetlag, and decided that the best thingabout Bangkok was how easy it was to get from there toother places in Thailand.

Five years later, I returned on avery different journey. It was notthe most auspicious of starts as mydeparture was delayed due to thepolitical unrest in September 2008.

On arrival, however, it becameapparent that the Bangkok I wasreturning to was a very differentcity to the one I remembered orthe one in the news at the time.Even when the airports wereblockaded and the rumours of acoup were at fever pitch, I neverfelt unsafe and nor was daily lifeaffected. The only way I knewthere was trouble was seeing the

protestors’ camp at government house in passing, orwatching BBC World News.

In 2003, the Skytrain (Bangkok’s overhead railwaysystem) had just opened, as had some of the nicershopping malls. On my return, I was greeted bySuvarnabhumi (meaning Golden Land) Airport, an air-conditioned, steel-and-glass 21st century welcome toThailand which opened in September 2006. In the taxi onthe way to my home for the next six months, I sensed that

either Bangkok had changed anincredible amount, or I hadmanaged to miss most of it on mylast visit. The truth is probably abit of both.

Embarking on a secondmentinevitably involves culture shock.Bangkok, or Grung Thep (City ofAngels), at first seems a big,sprawling, messy, smelly city witht r a ffic that is in dire need of a Thai

Bangkok grows on you once you learn to slow down to its pace, as associate Chris Burkett discovered.

Thai culture is steeped in religion,signs of which are everywhere,from simple shrines to the greatreclining Buddha in Wat Pho.

‘‘’’

I sought out thequiet spots in thecity, its rooftop

pools, its parks…

alumniyearbook2009 37

Red Bull. A journey that through the centre of Londonwould take 20 minutes can take an hour in Bangkok if yougo by air-conditioned taxi. So you adapt. Motorbike taxiswill get you anywhere a lot quicker. They’re all over the place(literally) and have the added space of the pavements to use.

The time it takes to get anywhere is never wasted, asmost taxi drivers speak a little English and like to practisetheir sales pitches or tell you their views on the politicalstatus of the country, or football. Every Thai I met wasmore than happy to persevere as I massacred theirbeautiful language. And it is a beautiful language, even if– for me at least – it is difficult to pick up. It is full ofpleasantries, nuances of respect to one another, to one’selders and the core elements of Thai life, of which thefamily is a prime example.

The other supremely respected institution of Thai life isthe Royal family. I arrived during the 100 days ofmourning following the death of King BhumibolAdulyadej’s sister. This involved wearing a yellow shirtevery Monday. On the day of the state funeral, everyonein the office, in the street, in the country it seemed waswearing black and white as a sign of respect.

The reverence in which King Bhumibol is heldwas a new experience for me. On his birthday,buildings sported huge posters of him with ahappy birthday message. And I was caught by

surprise at the cinema where the royal anthem (whichdiffers from the national anthem) is played to a montageof clips of the King before every film. The entire cinemaaudience stood out of respect.

The almost constant wai-ing, or bowing, also took alittle while to become accustomed to (when, how and towhom) but again, some friendly advice and it was soonnot the faux pas in waiting it would have been, nor was itdisconcerting, as one guide book put it, when the taxidriver took both hands off the wheel to wai at a temple.

Signs of the great influence of religion in Thai cultureare everywhere; every building has its own shrine and thetemples in Bangkok deserve respect for their architecturalcreativity. The Grand Palace and Wat Phra Kaew are justsimply stunning with the emerald Buddha as thecentrepiece. Wat Pho is well worth a visit as it’s the

spiritual home of Thai massage and the literal home of a huge reclining Buddha.

Thai massage absolutely must be experienced in itsbirthplace, I am assured it is a cure as well as apreventative medicine. Personally, I just found it painful,but the routine of a weekly massage is one of the thingsthat, combined with such an easy way of life, makeBangkok a very relaxing place, despite – or maybebecause of – its hustle and bustle and traffic. The trafficmeant I couldn’t rush anywhere; because of the heat, Ihad to slow my walking pace from the City sprint;because of the busyness, I sought out the quiet spots inthe city, its rooftop pools, its parks which people sharewith Asian water monitors. They too like to sunthemselves on the grass; you need to be careful where youstep! Bangkok enjoys a great location, with beaches,islands and national parks, as well as Hong Kong andSingapore, all just short drives or flights away, so thereare plenty of weekend activities, from diving to shoppingor just relaxing.

I was also lucky enough to be introduced to some ofBangkok’s culinary gems. The restaurant down a soi offSilom springs to mind. It seemed to be some sort ofmarket during the day (or maybe even a car park) but inthe evening the seafood was unbeatable. There are alsogreat bars and restaurants where people clamour as muchfor the view as for being seen there. The rooftop venues atthe Banyan Tree hotel and the State Tower hotel – both60 or more storeys – attract a mixture of expats, touristsand Thais to their breathtaking views. Then there are theclubs on Sukhumvit soi 11 (mostly expat) and RCA(mostly Thai), street restaurants and the after-hours clubsthat spring up and disappear.

Bangkok has a bit of everything, only some of which it is famous for, from high society to street culture,designer-only malls to rabbit warren markets (shoppingseems to be somewhat of a national pastime), Muay Thai to Buddhism, infamous traffic jams to quiet, tranquil parks, open air classical music to back streetentertainment. It can be experienced at 100mph or at asnail’s pace. That, for me, was the beauty of the City ofAngels, capital of the Land of Smiles, and why I cannotwait for my next visit.

‘‘ ’’Every Thai I met was more than happy to persevere

as I massacred their beautiful language

alumniyearbook200938

W O O D ’ S W I S D O M

Football fieldsand the monetary malaise

To most people, the figures bandiedabout in the press to describe thesums involved in the financial crisisare meaningless. How does

one react to a report that a fiscal stimulusprogramme amounts to $100 billion? Whatdoes it mean when we are told that bankrescue packages total $5 trillion or that $50trillion has been lost since the crisis began?What is the significance of an announcementby the Federal Reserve that it is proposing apolicy of monetary easing which will involvethe purchase of $300 billion of securities? Or that USsecuritisations in 2007 raised $2.8 trillion or that China’sreserves total $2 trillion? Have we any idea what is goingon when we are advised that the amount of derivativesoutstanding is $300 trillion (or whatever it is)?

These figures are remote from our daily lives and ourown bank accounts. How big are they and how do wemeasure? What ruler should we use that will relate to ameasure which is familiar to us and which we can quicklyimagine and picture without deep thought?

The same problem arises in relation to science orastronomy or time. The size of the visible universe is sovast that it has to be reduced to some much smallermeasure. It is commonly thought (by me, but frankly, I am

guessing) that the size of the reasonableuniverse is around 10

32and that the distance

to which we can measure downwards is 10-32. These figures are a one with 32noughts after them. How can one makesense of that?

The main measure that I use is the footballfield. This is because the football field isroughly 100 metres long (I am told that thetypical size is 109.7m x 48.8m). It doesn’tmatter that it’s not exactly 100 metresbecause the figures we are dealing with are

so huge that a 10 per cent inaccuracy is irrelevant. Thefootball field is also an image which most people in theworld know. It is a common currency of measurement,just as in the old days cowrie shells and, more recently,gold were a measurement of value in the form of money.

Accordingly, if you wanted to work out the dimensionsof the solar system and remember the relative sizes of theplanets and their distance from the sun, then you couldpicture them like this:

Mercury, Venus, Earth and Mars are all within 3m ofthe goal posts. The giant Jupiter is just beyond the penaltyspot in the box at about 12m, Saturn at 25m, Uranus onthe half-way line, Neptune on the 75m line and Pluto atthe far goal post (about 2.7 billion miles from the sun).

How do you describe that which is beyond comprehension?Philip Wood tries to put some meaning into measurement.

alumniyearbook2009 39

This of course is all very rough. In terms of thecomparative size of the planets, we can use anothermethod of measurement. If the sun is a football, thenMercury is a grain of sand, Venus and Earth, each a pea,Mars a rice grain, Jupiter a golf ball, Saturn a ping-pongball, Uranus and Neptune are each a grape, and Pluto is atiny grain of sand. The nearest star (Alpha Centauri)would then be 4,000 miles away (from London toKarachi) and the end of the Universe that we can ‘see’ isabout 200 million miles away from our football field.

If you are working out the size of the bits in an atom,then you could imagine the nucleus of the atom as a grainof sand in the middle of the dome of St Pauls Cathedral(or any other comparable dome) in which event thenearest electron would be flying around at the wall of thedome. This could be transposed to a football field.

As to financial numbers, economists havethemselves developed a measure which they usefor practically everything: gross domesticproduct (GDP), sometimes known as ‘gross

deceptive product’. GDP is the total value of all the goodsand services which a country produces in a year. Forexample, you add up the value of all the toys they haveproduced, all the minerals they have mined, all thebuildings they have built, all the coffees they have servedin their restaurants, all the haircuts they have done and allthat their banks and insurance companies have chargedtheir customers – you add all this up and come up with afigure which is the market value of everything which thepeople produced that year. You then convert this into acommon currency – always US dollars.

This itself gives rise to a distortion because currenciesgo up and down. Alternatively, you take into account thefact that in some countries, such as China, everything ischeaper and therefore the incomes of people go muchfurther. Hence, if you use this ‘purchasing power parity’,the GDP of China ought to be increased.

Economists use GDP for everything, for the propositionof public debt, of budget deficits, of household savings, ofthe ratios of agriculture, industry and services in aneconomy. Etcetera. So we are really stuck with GDP.

The next step is to get a feel for the diff e rence between

a million, a billion and a trillion. Imagine a square ofgraph paper which has 1,000 squares down each side.That square is a million. If we stretch that piece of graph paper to the side for a kilometre, that is a billion.If we also stretch it up for a kilometre, that is a trillion.The point is that a billion is a lot bigger than a million. A trillion is a lot bigger than a billion. These figures arere p resented mathematically in short form by 106, that is, a one with six noughts, a million; 109 which is a one with nine noughts; and 101 2, a one with 12 noughts.

You could work this out in terms of football fields. The GDP of the world is about $50 trillion. That is fivefootball fields. The GDP of the US is just about one and ahalf football fields and Europe is about the same. So thatis three football fields. Half the next football field is takenup by Japan and the other half by China and a few othercountries, such as Korea. The last football field is the restof the world. All of this is extremely crude and rough.

Some comparative GDPs by countries in figures inbillions of US dollars are, roughly: US – 13,000; Japan –4,500; UK – 2,500; Russia – 1,000; Netherlands – 700;Turkey – 400; Ireland – 200; New Zealand – 100.

T h e re f o re, if the amount of derivatives outstanding is$300 trillion, then that is six times the GDP of the world. Ifthe amount of bank losses in the crisis is $50 trillion, thenthis is the same as the GDP of the world. If the amount ofsecurities bought by the Fed to increase US money supply is$900 billion, then this is around the GDP of Russia.

Unfortunately, GDP is not as tangible and clear asfootball fields or grapes. Exactly how big is a GDP of$100 billion? Also GDP keeps changing.

It is hard to find an asset which is expensive enough forthese large amounts. Four jumbo jets cost about $1billion, so $100 billion is 400 jumbo jets. Hard to picture.

The turnover of A&O last year was around$1,500,000,000 (or £1 billion or so). So, 100 A&Osmake a $150 billion. Still too small.

Any ideas?

❖ Philip Wood is Special Global Counsel at Allen & Overy LLP,

Visiting Professor in International Financial Law at Oxford, Yo r k e

Distinguished Visiting Fellow at Cambridge, Visiting Professor at

Queen Mary College and Visiting Professor at the LSE.

‘‘ ’’It is hard to find an asset which is expensive enough

for these large amounts… Hard to picture

alumniyearbook2009 41

P R O F I L E M A X I N E K E N N E T T

Trade windsb l owing into Africa

Maxine Kennett is unequivocal: “I would not be where I am today had I not had that time with A&O,” she says. As aninternational trade lawyer, the legal

foundations she received were invaluable. So too werethe standards.

“I have always strived to keep the standards that wereset in my two years – in everything from how I deal withclients to making sure that everything to the last detail iscorrect. My staff hate it when I make them improvepoorly written letters, or retype ones with typos in them,but I absolutely insist on top standards!”

The staff in question work in Gaborone, capital ofBotswana, where Maxine is director of USAID SouthernAfrica Global Competitiveness Hub. Nice to think, then,that Allen & Overy standards reach into the heart ofAfrica. How Maxine got from qualifying as a solicitor toan international trade lawyer heading a project tofacilitate trade and investment in southern Africa is astory of application, determination and bravery.

As with most alumni, Maxine had long had an interestin the world outside her home country. She read Chineseand philosophy at University College London and then,supported by A&O after she was offered a training

contract, spent six months studying Russian in Moscow.She was in good company. When she started her

training in March 1999, she found she was among otherlinguists, including no fewer than seven Chinese speakersand five Russian speakers.

She enjoyed her two years and would happily havestayed on, but for personal as well as professional reasonsshe left on qualification. While in Moscow she had met,and subsequently married, a fellow student namedAndreas. They lived in London during the first year of hertraining before Andreas, a Swiss national, moved to Bern.Maxine joined him on qualification in March 2001.

Also, from a professional point of view she was keen tomove into international trade law, an area which she hadcome across in passing on a number of transactions butnot one which was a specialist area of practice for A&O.

She won a scholarship to study for a masters ininternational trade law at the University of Bern andstayed on to study for a PhD. At the same time, sheworked as an independent legal consultant, writing legal briefs and opinions for businesses interested in trade issues as well as for governments and internationalorganisations.

By then, she had narrowed her focus to WTO accession.

Maxine Kennett spent just two years at A&O, as a trainee, but those yearsset her up for the career that has followed, as Humphrey Keenlyside writes.

‘A chance to branch out’: Maxine Kennett in her office in Botswana.

alumniyearbook200942

“In international trade law, you become specialised withinthe specialism,” she notes. This entailed advising on theterms of WTO accession to aspiring members, amongthem China, Russia and Vietnam, for which she workedon behalf of the Swiss government.

She was then headhunted by USAID, the aid anddevelopment department of the US government, to adviseanother country that was seeking WTO membership: Iraq.Even though Iraq was still mired in post-war devastation,and remained a highly dangerous place, Maxine was keento go. She arrived in Baghdad in March 2005.

Conditions could not have been more challenging.Maxine and her colleagues lived and worked in a walledcompound outside the safer green zone of Baghdad,g u a rded around the clock. (There were three times asmany security people as USAID personnel.) Outside thecompound, they travelled in arm o u red vehicles and woreb u l l e t - p roof vests. Many a meeting was punctuated byexplosions in the streets, and windows would be blown in.

But, despite the adverse circumstances, Maxineenjoyed working with the Iraqi people for whomshe has nothing but admiration. “It was anabsolute pleasure working with them. The Iraqis

are wonderful, articulate and highly motivated. Theofficials with whom I worked remembered the timesbefore the embargo when Iraq traded freely and werekeen to get back to that state of affairs. That made themvery determined, and focused.”

They were also extremely efficient. “I would send outdocuments asking for comments within, say, two weeks,and I would always get them back, perfectly marked up,within a couple of days. They were completely on the ball.”

A favourite story recalls a trip she made to Geneva witha delegation of senior Iraqis for training at the WTO.“Many had not been out of Iraq for a long time and stillmore had members of their families in exile. Familymembers flew in to meet the delegation and, on top ofthat, there were reunions between former colleagues. Itwas highly emotional, and truly uplifting.”

While she was in Iraq, tragedy befell Maxine. Andreas,then only 32, died suddenly. She returned to Switzerland

to consider what she should do next. Still grieving, shewas offered a posting in Botswana.

The Botswana job, although still with USAID, had abroader remit: to head an economic and trade project tohelp the countries of southern Africa expand theireconomies and generally to trade more effectively. “It wassomething slightly different, since all the countries insouthern Africa were already members of the WTO, andit provided me with a chance to branch out. And at thattime, it also offered me a chance to get away from thedespair I was feeling.”

The mission of the project was to facilitate economicgrowth through technical assistance and “capacitybuilding”, by providing legal advice to governments oneconomic issues such as trade, finance, energy and naturalresources, customs and transport. “The idea is to get theframework right, so that these countries can tradeefficiently, and encourage inward investment.

“We help them streamline the framework, draft andimplement regulations, negotiate trade agreements withother countries, and make sure their national legislation isconsistent with international laws,” she explains.

If all this sounds somewhat theoretical, there are dire c tbenefits of this advice on the ground. The project workswith business associations, as well as governments, to makes u re they are aware of the opportunities. She cites theexample of one local businessman in Botswana, a furn i t u rem a k e r. With USAID advice, he has been linked up withbuyers in the US and Europe, who are now paying topprices for his tables and chairs. His business is booming.

Trade generally between the United States and Africa ison the increase, which Maxine says can be attributed tothe work being done by the USAID project not just insouthern Africa but in other parts of the continent as well.

Three years into the job, Maxine has one yearremaining before her next move. Happily, her personal lifeis on the mend. She married again in 2007, to MaréLambrechts, and they have a daughter, Aimée, born inMarch 2008. While the family enjoys the life in Botswana,Maxine is ready for another challenge. “Who knowswhere the next adventure will be?” she asks. You can besure she will rise to it.

‘‘ ’’It was something slightly different…

it provided me with a chance to branch out

Happiness inthe modern wo r k p l a c e

alumniyearbook2009 43

Alumni join professionals in the Alumni Programme’s first ‘virtual’discussion, tackling the issue of stress in the workplace.

F O R U M M A N A G I N G S T R E S S

Since its inception in 2006, the editorial team forthe Alumni Yearbook has focused on a topic fordebate for inclusion in each edition of theYearbook, aiming to bring together alums and

current members of A&O, as well as appropriateassociated professionals, to discuss subjects that affect allthose who work in the legal sector. Until now, we havealways physically gathered people together for a face-to-face conversation, but this year we decided to try a‘virtual’ discussion.

We focused on the topical subject of ‘stress in theworkplace’. We called upon the expertise of pro f e s s i o n a l swho specialise in this area as well as drawing on the‘coalface’ experience of a broad range of fee earners fro ma c ross the international network and a number of alumsf rom a variety of backgrounds. Given the sensitive natureof the material, you will note that participants areanonymous though the ‘professionals’ are named.

Gary Bell: Work-related stress is a complex issue and iswidely recognised as a major challenge to global publichealth

1. In the UK, it is estimated that each stress-related

absence lasts 29 working days, resulting in approximately13 million working days being lost through stress eachyear2. In 2005/06, the Health and Safety Executiveestimated that more than 400,000 people suffered from

stress, anxiety and depression connected with work3.The above statistics present an alarming picture; yet what

positive steps do firms take to tackle so big a pro b l e m ?Many employers recognise the importance of pro v i d i n grapid access to quality clinical services which deliverevidence-based treatments for mental health problems; theenlightened employer however understands that pre v e n t i o nis better than cure. We readily accept that maintaining ourown pro p e rties is far better than waiting for things to gow rong. So why do we wait until our employees become ill,requiring time away from the workplace and needingexpensive treatments when preventative programmes can bed e l i v e red at a fraction of the cost?

Building resilience redefines managing stress. We hearmuch about work-life balance, but what does it mean?What can realistically be achieved when working in achallenging environment such as a large global law firm?Does driving down employees’ hours of work (EuropeanWork Time Directive) reduce work-related stress andimprove employee happiness and work productivity?

Peter Cox: Gary ’s comments indicate the complex nature ofworkplace stress. Our stress response appears designed top rovoke us into changing aspects of our behaviour andmuch stress emanates from a feeling of being trapped byc i rcumstances. There is, however, a great deal we can do to

alumniyearbook200944

alter our stress levels. Whilst much stress is psycho-emotional, many of our responses are physiological andrelate to a mismatch in our perception of the demandsplaced upon us and our perceived or actual ability to meetthese demands. Many view the demands being placed bytheir employer, boss or team as the most significant cause ofs t ress, but much of the physiological stress is created by ap e r s o n ’s insufficient re c o v e ry, including sleep and rest, pooreating patterns and poorly developed relaxation strategies.

Much of my work involves assisting people to betterresource their response to stressful circumstances. Thisincludes eating frequently and regularly, in a way whichbalances blood sugar levels, but also by consuming thenutritional resources to generate the energy required tomeet the body’s demands. These changes in conjunctionwith sufficient rest and sleep can go a long way topreserving our ability to meet the demands of a stressfulsituation as well as reducing the levels of stress hormonesbeing produced. For many people it is not the shorteningof a deadline to complete their workload, but the effectsof poor diet, insufficient rest and recuperation and aninability to relax, which lead to physiological stress levelsbeyond that directly due to the job.

Alex Pease: I really do agree with Peter’s comment thatthe problem often relates ‘to a mismatch in our perceptionof the demands placed upon us and our perceived oractual ability to meet these demands’. It seems to Lucyand me that one of the main problems is theunpredictablity of the demands that work in a busy lawfirm places upon one. Lots of professions work long oranti-social hours – you can think of policemen, doctorsetc – but the stress of making arrangments, particularlysocial arrangements, and then having to cancel them atshort notice is particularly acute and places huge demandsnot only on the lawyer but on the lawyer’s family.

It is for this reason that Lucy and I started the ManagingPersonal Relationships programme for A&O partners. Theidea is to spread the practical solutions that many A&Op a rtners use to keep their personal relationships on trackand work at A&O at the same time.

The stress comes (in our view) from finding it difficultto decide between competing priorities – client/home

being the biggest conflict – once you work out (and agreewith your partner) a basis for resolving those conflicts,things can get a lot easier.

BH3: Alex Pease highlights the cancellation of one’s sociallife at short notice as a stress point. It makes it worsewhen you suspect it is for no good reason – that, forexample, the client – if only he had been asked – mightwell have said he did not absolutely need the document by9am if that meant someone missing a theatre trip orwhatever. One of the lawyers I most respected when I wasa junior lawyer always asked if the client ‘needed’ or‘wanted’ a particular piece of work – whether it was goingto be him or a junior lawyer working for him whoseevening was on the line – and I sensed clients respectedhim for it. But my feeling is that most people just neverask and that it would take a significant shift in culture forpeople to start doing so.

BH5: As a working mom, I find that having to get out ofthe office at a certain time to pick up the kids is morestressful than the 12-14 hour days that I previouslyworked. I find that it is only when I unwind (normally onannual vacation) that I realise that I have been living witha constant stress level which leaves me feeling exhausted.

There are obviously adrenalin spikes throughout theweek, in and out of work, depending on what is going on,but there is never a time when I am not ‘stressed’ aboutsomething and I wondered whether anyone elserecognised this feeling and what I can do to combat theexhaustion that I regularly feel which I am assuming isrelated – I just don’t have the ability to switch off.

BH1: I definitely identify with the feeling that it is notpossible to switch off these days. BlackBerry, voicemail, e-mail and text messages create an expectation that we areconstantly ‘on line’ and people get vexed when we do notrespond immediately.

The fear of not being sufficiently responsive,particularly in a period of economic downturn, whencompetitors are waiting around the corner to poach ourbest clients, is tremendously stressful. I find that the senseof urgency for work to be done has increased considerably

‘‘ ’’I definitely identify with the feeling that it is

not possible to switch off these days

alumniyearbook2009 45

over the past year due to people’s concerns that anyopportunity to make money may be short-lived.

BH3: I wanted to pick out one strand from Gary Bell’sinitial comments – the idea of a business helping its staff‘build resilience’ as he puts it. If it is accepted that life atA&O or a similar business is inherently stressful, does theemployer need to implement some form of ‘training’ forall staff rather than just offering ‘stress management’courses etc for individuals when an issue arises? I have toadmit to being very ignorant about what firms do. Abenefit of this approach is that it raises awareness acrossall staff and it also avoids there being any stigma attachedto an individual’s need for support in this area.

BH2: I want to respond to the initial comments made by

Gary: ‘Does driving down employees’ hours of work(European Work Time Directive) reduce work-relatedstress and improve employee happiness and workproductivity?’

I agree with him that reducing the number of hoursworked doesn’t necessarily guarantee a reduction in stre s s(as you stated, it could be due to lack of support, etc), butI think, in most cases, a reduction would help significantly.Since leaving A&O, I can now always leave the office ‘ontime’. This means that in the evenings I have time to beactively involved in my local church, a local music gro u p ,the PTA, the gym, etc. I used to mainly only have ‘fre etime’ on the weekend (if I wasn’t working); gaining the useof my evenings has hugely changed my work-life balance.

As for Gary’s question as to how an employer canaddress these problems, one tool which I did not find used

‘‘’’

Gaining the use of myevenings has hugely

changed my work-lifebalance

©iStockphoto/aspectimages

alumniyearbook200946

often at A&O but which I think would be helpful is togive associates some time off in lieu after a busyweek/month/ deal. I have heard partners say that they letassociates have time off, but I was never formally giventime off, and I rarely met other associates who were therecipients of such generosity! Perhaps something moreformalised would mean that an associate would not besubject to the whim of the partner he or she works forbecause it would just be firm policy.

In my practice area at A&O, the deal flow andtimetable caused peaks and troughs in the number ofhours I worked. I think one of the main stresses for mewhen I was working in the peak phase was the fact that Ihad to put everything else in life on hold. If, at the end ofthe busy period, I knew that I could have just two daysout of the office to catch up on sleep and life (see thedentist, etc), that would have helped manage my stress.

As for other ways to reduce hours and therefore stress, Ido think that flexible working, job-sharing and part-timeworking can work, even in a service industry like the legalprofession, if there is the commitment to it from theassociate and the partners involved.

BH7: There is a time off in lieu (TOIL) policy that A&Oruns and which my department used effectively. Associateswere definitely appreciative of the time off.

What I also found, with experience, was that very oftenassociates were willing to work hard on interesting,innovative, cutting-edge deals where they felt supportedand were learning and developing.

Ambitious lawyers are no doubt aware that hard workand tough deadlines will happen from time to time. Whatis important is to try and find a balance so that it is not agrind all the time.

My experience is that the department heads and leadersof the firm are aware that it is important to prevent burn-out if partners/associates are to have a sustainablecareer. What is also true is that each individual also hashis or her own tolerance levels and differing ways ofcoping with stress. It is important to be aware of this andnot to have a ‘one size fits all’ model.

Alex Pease: I know that some departments do manage togive time off after a particularly busy period. It certainlyshould be more part of the every-day working practices ofthe firm.

Another problem is that if an associate works for morethan one partner then he/she will feel obliged to take onthe second partner’s deal even if it is wall to wall with theone which has just closed. Deals don’t come along asevenly spaced as you would like.

Also we all recognise that the most active associates getthe most experience and become the most competent mostq u i c k l y, and thus get a great reputation and every o n ewants to use them. Refusing to take on a deal can inpractice mean that you don’t do anything really substantialfor weeks and get really behind a contemporary who waswilling to do it. Careers can turn on this sort of decision asthe best opportunities often come along at the mostinconvenient times. So it’s really difficult!

All I can suggest is that firms try and train theirpartners, senior associates and juniors to remember thatan associate who is sick because of stress or off workbecause of a collapsed marriage is of no use to anyone –that they get there by a thousand little decisions and thateveryone has a responsibility for helping to manageeveryone else’s workloads and thus each others stresslevels – it really is about team work after all.

It’s important that the firm’s culture and everyone’sexpectations are that some time will be given off afterintensive periods of work – it won’t happen all the time,but to change the culture so people expect it would be agood thing.

BH5: The frustrating thing that I struggle with is that thisis clearly workable as is the simple question by the partner(referred to above) to the client re the ‘real’ vs ‘imposed’deadline – but why aren’t these things a matter of course?

A cultural shift has been referred to above, but Iwonder what would stimulate such a change?

Gary Bell: Once people reach the point where they canstart implementing good practical advice, it usually helps

‘‘ ’’Refusing to t a ke on a deal can mean that you

don’t do any thing re a l ly s u b s t a n t i a l for weeks… C a re e r s can turn on this sort of d e c i s i o n

alumniyearbook2009 47

them to manage their stress levels to some extent, but theproblem appears to be that a large number of people areaware of some of these good practical suggestions, but donot implement them. This is because we often have toovercome our emotional obstacles first before we have themotivation to implement change. As humans, we arecreatures of habit and we prefer to continue to do whatwe know and what we have been doing for most of ourlives, although it is often giving us the same sort ofnegative results. We usually wait for something tomotivate us before we instigate change. The ‘what wouldmy colleagues say?’ scenario often prevents us frommaking these changes, especially if our self-worth isdependent on external factors.

Alex Pease: Very interesting indeed Gary – we need, asBH5 makes clear, a cultural shift.

BH3: I hesitate to mention life in the armed forces in the same breath as life at A&O or another law firm, but this discussion has made me start thinking about theoften-mentioned ‘covenant’ that the UK government ismeant to make with forces personnel in terms of support. Might one way of bringing about the cultural shiftmentioned in this discussion to be for a firm to articulateits expectations of its staff as part of a statement ofvalues? This might include a statement that the firm is committed to the health and well-being of all staff; that it recognises that having downtime out of the office is important to its staff’s long-term effectiveness; that staying late when there is not an important andimmediate client need is not encouraged. I don’t think for a minute that it would change the work-all-night‘badge of honour’ culture overnight, but at least it might begin to bring some of these issues more to the fore.

Gary Bell: I agree that all staff need to feel valued, listenedto and empowered if we are to improve work productivityand reduce absenteeism and high staff turnover. Thesolution lies, not in positive thinking, but in rational

thinking. Once employees have learned to control theiremotions they should be encouraged to focus on practicalsolutions. Many employees simply do not have sufficientcoping strategies to deal with the challenges of ademanding and often stressful working environment.Contrary to common belief however, these skills can betaught, benefiting both the employee and the firm.Prevention is better (and cheaper) than cure.

BIOGRAPHIES

❖ Alex Pease has spent most of his professional lifeworking at A&O, in London, Dubai and Japan, retiringfrom the partnership in 2008. He is chairman of theAlumni Programme. A paper written by Alex and LucyPease on Managing Personal Relationships, whichincorporates a number of practical approaches to reducing the wear on relationships that can arise fromworking at a busy global firm, is available from Jenny Bellin the Alumni office.❖ Peter Cox (B.Sc.Hons.) Dip.ONC MBANT is a clinicalnutritionalist. peter.cox@nuffieldhealth.com❖ Dr Gary Bell FRCPsych is a consultant psychiatrist.www.lppconsulting.org

References:1. Dewe, P. and Kompier, M. (2008) Foresight MentalCapital and Wellbeing Project. Wellbeing and work: Future challenges.2. Report: Health and Safety Commission (2004)3. Report: Health and Safety Commission (2006)

‘‘ ’’I don’t think this would change the work-all-night

‘badge of honour’ culture overnight, but at least it mightbegin to bring some of these issues more to the fore

Internal Resources

A variety of sources of help are available for all levelsof fee earner and support staff from trainee to partnerto address the issues raised in this article includingself-help materials, courses and access to counselling24/7. For further information please contact yourlocal HR contact.

S P O R T A L U M N I C R I C K E T D A Y

A firm gr i pon bat and ball

alumniyearbook200948

Perfect weather, the perfect venue and a perfect mix of youth andexperience: victory on the pitch could never have been in doubt…

The imposing Highclere Castle in deepestBerkshire in the UK was the venue for the first A&O alumni and staff cricket day inSeptember. The castle is the family home of

Lord and Lady Carnarvon.Pitted against Lord Carn a rv o n ’s XI, which included a

number of current and former Cliff o rd Chance personnel,the A&O side ran up a healthy total of 177 runs beforelunch, then bowled the opposition out for 96 in 22 overs.

A&O trainee Tom Bullock and alumnus Justin Groveshowed themselves handy with the bat, while no fewerthan eight of the nine bowlers deployed by skipper JamesHaggie, another A&O trainee, took at least one wicket,supported by outstanding fielding.

Stumps were uprooted, excellent catches were held andthunderous cheers emanated from the crowd of 60-plus

spectators who, along with the weather, surroundings andexcellent catering, contributed to a successful day.

The Alumni team is grateful to Lord Carnarvon foropening the castle on a Sunday for the A&O event.Thanks too to global Banking chair Mike Duncan, JustinGrove and James Haggie for helping to organise the event.

The team comprised Manish Aggarwal (A&O), TomBullock (A&O), Mike Duncan (A&O), Justin Grove(alumni), James Haggie (A&O), Humphrey Keenlyside(alumni), Will Kipling (A&O), Hugh Lauritsen (A&O),James McWilliam (A&O), David Oppenheimer (A&O)and David Turley (alumni).

The event concluded a successful season for the A&Ocricket team, said James. “It’s been a great season forA&O cricket, with only one loss that I can remember, andthat by the smallest possible margin of one run.”

(Opposite page) Spectators watch thematch unfold; (left) Highclere Castleand its grounds provided a magnificentsetting for the event; (below) JamesMcWilliam (second right) is congratulated by David Turley andTom Bullock (in cap) after taking asensational catch.

Justin Grove, eventual joint topscorer for the A&O team, shapes

to play another delivery.

alumniyearbook200950

(Top, from left) AlexPease, chairman of thealumni programme,keeps tally; spectatorsenjoy the ambience;Lord Carnarvon (injacket); (above) thevictorious A&O teamwalks off the field;(left) the opposingcaptain, Sean Keaton,takes his son onto thepitch for somepractice during the lunch interval; (right) the scorer.

alumniyearbook2009 51

History does not relate whether Allen & Overyformed its own cricket team in the early yearsof the firm’s existence. It is unlikely, given thetimes – war would break out before the firm

had even marked the end of its first decade – though oneof the founders, Tom Overy, was certainly known to likethe sport.

The first official Allen & Overy cricket team wasfounded in the 1950s. The impetus to set up theteam stemmed from Tom Stanger, a trustsexpert and cricket enthusiast, who later wenton to organise an annual fixture betweenthe firm and his local team, TonbridgeOnward. After the match, the assembledcompany would repair to partnerRonnie Plummer’s house nearby for anevening of lavish hospitality.

Those joining in the 1960s and 1970salso recall occasional cricket matches.One of these, Richard Rowland, wasinstrumental in arranging an annualfixture between the firm and a principalclient, Burmah Oil. This was intended to be asocial occasion, reflecting the good professionalrelationship, with Burmah Oil laying on a sumptuoustea and barbecue for players, wives and families.

Try as he may, Richard Rowland, the relationshippartner and captain, could not suppress the innatecompetitiveness of the A&O team which put at risk hiscarefully cultivated client relationship. David Sutton, acounty-standard pace bowler, would often have to betaken off to stem the flow of wickets. Richard also tells ofone occasion when the hard-hitting Boyan Wells brokemost of the windows in the cricket pavilion during one ofhis many high-scoring innings for the firm. Guy Beringer,too, went all out for the win. The annual fixture withBurmah Oil lasted between 1983 and 1991.

Later, a series of matches was started with WPP,captained by Sir Martin Sorrell, where intense competition

was not just permitted but came to be expected. In the1990s, Schroders Property also arranged a regular fixtureagainst the firm, including a game on the superb VincentSquare ground near Victoria.

A partners vs staff annual fixture was also added tothe calendar. John Wotton, who took over from RichardRowland as the firm captain, says part of the attraction ofthis fixture was the array of attractive grounds on which

the game was held, including one at the ground ofhis local village side in Marden in Kent.

Another first occurred when, for one match,each side had within its ranks a woman

(Julia Salt for the partners – notsurprisingly since she was an OxbridgeCricket Blue – and Debbie Ward for thestaff).

As the 1980s entered the 1990s, someevening games against other firms wereplayed, at Hampstead Garden Suburb,

and the occasional ad hoc fixture such asa match against Bristol University in 1991. Players came and went, each with their

own qualities and styles, ranging from theoutstanding to the decidedly quixotic. Gideon

Hudson, also one-time captain and wicket-keeper, PaulCrook and Mike Duncan were among the first group. Inthe latter category were Tony Grant, who pioneered the‘frog in a blender’ style of bowling years before the betterknown – and nation-representing – Paul Adams of SouthAfrica, and Patrick Mears, whose bowling fitted hiscalling as a tax partner. Notes John Wotton: “Patrick’sdeliveries were of great theoretical complexity, but littlepractical utility.”

The cricket team has continued on and off to thepresent day, depending on whether anyone was preparedto take on the thankless task of organising it. Judging bythe quality of the present side, previously led by alumnusJustin Grove and now captained by James Haggie, thefuture looks promising. Tom Overy would be proud.

The frog in the blender andother A&O cricketing moments

‘‘ ’’Players… from the outstanding to the decidedly quixotic

Adrian Hockridge will be remembered bymany at A&O as anenthusiastic and

energetic associate with a sense ofadventure and an excellent facilitywith languages, writes RobertWebster. These attributes steered

him toward successful and happysecondments in both the Paris andHong Kong offices after he hadqualified into the CorporateFinance department in 1992, twoyears after he had joined Allen &Overy’s London office as a traineesolicitor.

In 2000, after some deliberationon work/life balance, he decidedto leave the firm for a year-longsabbatical which he spent inValencia, learning Spanish.

Adrian made many enduringfriendships during his time atAllen & Overy and rememberedthe firm with fondness.

During a heroic and courageoustwo-year battle against cancer, hisoptimism and enthusiasm for lifesaw him long outlast thep redictions of his specialists. Hedied on 25 May at the age of 42.

Adrian is survived by his wife,

Alexandra, and daughter, Alana.Partner Dan Lauder, who knew

Adrian in Paris, remembers his“terrific sense of humour. He wasextremely popular with everyone,prominent on the social scene inthe Paris office and an enthusiasticmember of the Paris office softballteam. Above all, I will rememberAdrian as a very genuine guy.”

Former colleague CatherineDaly recalls Adrian throwinghimself into French life. “I wasalways impressed by the seemingease with which he struck upconversations and forgedfriendships with Parisians whomhe’d met in cafes or bumped intoat parties. Adrian had a real giftfor friendship and showed such azest for life that just chatting tohim would leave you feelinguplifted and inspired.”❖ A web page has been set up inmemory of Adrian to raise fundsfor the Sarcoma Trust charity: it islocated at www.justgiving.com/alexandrahockridge

alumniyearbook200952

I N M E M O R I A M

It is often said of people thatwe will not see their likeagain, writes Guy Beringer.In the case of Eddie Rouse,

that is literally true because thedays of working up from juniorclerk in the post room to Cityadvisor have gone.

Eddie, who died on 18 August2009 after a long battle with

cancer, joined A&O in 1962 andremained for 41 years, retiring in2003 as partnership secretary.

Eddie joined the firm at the ageof 16 when he was taken by hisfather to an interview for a job inthe post room. The notes whichsurvive from the interview areconcise: ‘Nice boy – make anoffer’. This proved to be an

extremely good decision on thefirm’s part because the boyaccepted the offer and devoted hiswhole career to the firm – quiteliterally man and boy.

I first met Eddie in 1978 when amajor part of an articled clerk’straining lay in knowing what todo on the frequent occasionswhen one did not know theanswer but, more problematically,did not know what the questionwas either. There was a very niceman in the Corporate department

Eddie Rouse d. 2009

Tutor, guide and friend

Adrian Hockridge d. 2009

Led by a sense of adventure

alumniyearbook2009 53

who notionally worked onschemes of arrangement,reductions of capital andreconstructions but who seemedto know about everything else aswell. Nowadays, he would berecognised as a natural trainer. Inthose days, he was a precursor toGoogle. As a result, generations ofpartners and staff relied on Eddiefor help and his network ofgrateful contacts was unrivalled.

The first and best decision Imade as a partner was to agreewith Eddie that he would workfor me. He had no formalqualifications beyond four passesin the General Certificate ofEducation (GCE) – in English,Maths, Physics and Plumbing (sic)– but was an authority on allaspects of company law andcorporate accounting. Hisknowledge came simply from anatural intelligence and years ofexperience. His success derived inpart from his extraordinarypatience and courtesy. He treatedall people alike and his unfailingkindness to those who had not yetreached a position of influencewas the mark of a true gentleman.

The last phase of his care e rinvolved him moving to the role ofp a rtnership secre t a ry. In this post,it was an undoubted advantage tohave been a kindly guide to manyof the firm ’s partners in thef o rmative stages of their care e r s .

It was one of life’s injustices

that Eddie fell ill not long after hisretirement. He did not thereforeenjoy the retirement that he andChris deserved. As in everythingelse, his personal demeanour anddignity when facing illness wereexamples that few could hope tomatch. He was supportedthroughout by Chris, Stuart andMiranda; they were a source ofboth comfort and pride to him.

Eddie was a tutor, friend andguide to many of us. His loss isdeeply felt. He embodied valueswhich were timeless and the onlyresponse to his death of which hewould have approved would be tokeep those values alive and tohonour his name.

Senior partner David Morleyadds: Eddie was one of thosepeople you just feel privileged tohave known. Despite almost everypartner in the firm deferring toEddie on matters of law in hischosen areas of expertise, healways maintained an unfailingsense of humour and impeccablemanners in his dealings witheveryone, however exalted orlowly they might have been.

He worked very closely withGuy (Beringer) for many yearsand they had a special bond. Guyfrequently remarked that theymade a good team – “I did thebluster and Eddie did the law.”Eddie was a loyal and much lovedservant of the firm. He will besorely missed.

Among tributes:

❖ Eddie was a gentleman and true scholar.A lot of us owe him hugely for all we learntfrom him over the years, including how tobe a true colleague.

– Anna Buscall, London Corporate partner

❖ He was special, a great brain and a greatman. He was my mentor and I soughtguidance from him for everything. I recallmeeting the then-senior partner, Bill TudorJohn, for the first time in a taxi to an AGM.Bill asked Eddie: ‘Who is this?’ to whichEddie replied: ‘This is my apprentice.’ In myeyes, I will always be Eddie’s apprentice asyou cannot be taught 40 years’ experience.

– Craig Morris, Corporate assistant

❖ [ E d d i e ’s] love for the technical side of thelaw was second only to his love of chocolate.E d d i e ’s passion for golf was also legendaryand he would always find time to give a muchneeded golf lesson to us – either in person or,a m a z i n g l y, often over the telephone. A gre a tcolleague and a very special friend.

– Alumni Pat Cunningham, Barry and Sue Bloom

❖ One of the key things that struck meabout Eddie was that he was valued andliked by everyone at all levels of the firm –essentially because he treated them all in thesame way. He was always genuinely helpful,always knowledgeable, efficient andconfident, never over-deferential and neverpatronising, and always with a slightlyirreverent sense of humour. Thinking aboutit, he scores a clear ‘1’ on all of our values.A really good guy.”

– Tony Humphrey, head of A&O’s Russia practice group

❖ Eddie was simply the nicest man I everknew. He embodied all those values andqualities that were so much a part of thefirm. He engendered enormous liking andrespect in all those who knew him.

– Sue Tipping, former A&O personnelmanager for all PAs

alumniyearbook200954

I N M E M O R I A M

Warm tributes have been paid to MargaretMitchell, a long-

serving secretary at A&O whoworked for the late VivianJennings, senior partner from1975 to 1981. She died on 11May 2009.

A “sweet and lovable” woman,she was “able, calm andexceptionally kind”, generouswith her time and “always veryhelpful towards younger membersof staff”.

M a rg a ret was born in 1926. She joined A&O in 1950 and hadbeen with the firm for so long that,as David Mackie writes, “she couldrecall a time when the 15p daily

luncheon voucher used to buy afull meal.” She re t i red in 1987.

David adds: I met Margaretwhen I sat with Mr Jennings forthree months during my training. Ihad no idea what I was doing andMargaret rescued me from allsorts of scrapes, generously givingup her time with the occasionalwell-justified sigh. Even by 1970,she had been with the firm forsome time.

When we became quite seniorpartners, Margaret treated me andmy contemporaries exactly as shehad done when we were articledclerks. We will remember withrespect and affection hercontribution both to the success ofthe firm and also to making it a

civilised and friendly place atwhich to work.

Philip Wood, who articled withVivian Jennings, recalls: When Iarrived in this country as a rathercrude person from Africa in thelate 1960s, Margaret wasquintessentially English, thearchetype of the perfect Englishgirl. She was self-effacingly witty,curious about everyone, sensitive,amiable, philosophical, invariablykind, never cross and a delight toknow.

Richard Rowland remembersMargaret as “a major part of thesecretarial backbone of the firm”when he joined in the late Sixties.He writes: Margaret lived nearDorking and commuted in viaWaterloo and the Drain. I amsure, in another age, [she] wouldhave qualified as a solicitor oranother profession.

Margaret Mitchell d. 2009

Quintessential English rose

Jacqueline – Jacqui – Doyle, aPA in Allen & Overy’sLondon Banking departmentfor 11 years, was a pillar of

the PA team in the Restructuringgroup, working mainly over theyears for Peter Schulz and then forme, writes Gordon Stewart.

There was never any doubtingJacqui’s commitment to her workand she would always strive tomaintain the highest standards. Ialways felt she was right besideme helping to deliver the best

possible service to our clients. Although Jacqui worked much

of the time for partners – andrelatively senior ones at that – shebrought the same dedication tothe work she did for associatesand trainees. These were Jacqui’s

values and it would never haveoccurred to her to act differently.

The overriding focus of Jacqui'slife was her family – her partnerDavid and their five-year-olddaughter Sian. There could hardlyhave been a prouder or moredevoted and loving mother thanJacqui.

With typical courage andtenacity, Jacqui fought a longbattle with cancer beforesuccumbing to the disease on 1 August 2009. She was 44.Colleagues will honour hermemory in the annual Moonwalkin support of breast cancerresearch.

Jacqueline Doyle d. 2009

A devoted mother

alumniyearbook2009 55

Former partner RonniePlummer, who died on 16 November 2008, isremembered fondly for

his ability, courtesy and humour.He was born in 1923 and joined

A&O in 1958, becoming partnerin 1959. He was head of thePrivate Client practice until 1984when he and his wife, Sue, retired.They had four children and 13grandchildren.

F o rmer Private Client part n e rWilliam Norris writes: When Ia n s w e red an advertisement in 1961for a job as an assistant solicitor(associate) having years of tru s texperience at a salary of £1,750, Iwas not sure whether I would getan interv i e w, because I said( t ruthfully) that I had no suchexperience, but would come forless. I did get the interv i e w, and thepanel was ‘Gunboat’ RichmondSmith, Peter Rodier and RonnieP l u m m e r. I also got the job (forless) and worked for Ronnie.

There were 15 partners then,and he was the 14th. He hadpreviously been a partner in asmall firm – Fladgate, I think –and perhaps he was our firstlateral hire. He was in his 30s and

very dapper with his bowler hatand stiff white collar.

In those days, the Conveyancingdepartment (now known as RealEstate) did probate and trusts aswell as property transactions, butRonnie had ambitions to split theprobate and trusts (and our smallinvestment group) away fromconveyancing and to develop a taxplanning capability. I was toconcentrate on helping him withthe tax side.

In 1961 the direct tax regimewas fairly simple, but with veryhigh rates. Individuals’ income taxrates were as high as 98 per centon investment income, and the taxon death was 80 per cent. At theserates, tax avoidance was virtuallya moral obligation and carriedlittle, if any, of the censure it laterattracted.

The traditional technique wasthe discretionary trust, either inthe UK or overseas, and Ronniewas a regular visitor to theBahamas, as I later became. Oldertrusts, prepared in days of lowertax rates, caused great difficultiesuntil 1958, when Parliamentpassed legislation allowing themto be varied, with the assistance of

the courts. Ronnie, with the helpof Chancery Counsel, many ofwhom went on to become seniorjudges themselves, had a regularindustry in guiding a procession ofthese trusts through the courts.The courts then were midwives totax avoidance, rather than critics.

I thoroughly enjoyed workingwith Ronnie, initially as hisassistant and then, for manyyears, as his partner. He wasinvariably cheerful and courteousand he had an open and generousnature, so that many of his clientsloved him dearly and became his friends. This was not only,or even mainly, because he savedthem, and their families, a greatdeal of money. It was ratherbecause he understood them to be human beings, with the frailtiesto which humankind is subject,and not just technical problemswith legs. This was a lesson whichI needed to learn, and I wasfortunate to have Ronnie as arole-model.

MTG partner Richard Turnoradds: I worked for Ronnie as anarticled clerk from myqualification in 1981 until hisretirement in 1984. At a timewhen most senior partners werepretty scary, he was always kindand thoughtful. He trusted uswith early responsibility, but wasalways available to guide us andhis wisdom and integrity were areal inspiration.

He also had a fantastic sense offun. I remember him, convulsedwith mirth, as he related the storyabout how he and a friend ofmine boarded the non-stop trainto Runcorn by mistake and missedtheir meeting in Rugby as a result.Fortunately, the train wasequipped with an excellentrestaurant carriage.

Ronnie Plummer d. 2008

An inspirational mentor

Jeanette Edwards, who wasCorporate group manager inLondon, is remembered bycolleagues as a larger-than-life

character whose compassion,sense of fun, humour and goodnature left a mark. She diedsuddenly on 31 July 2009, a fewdays before her 44th birthday.

Joining A&O in February 2008,Jeanette successfully juggled thedemands of two young sons, abusy new role and a university

course. It was a matter of sharedpride within her department whenshe graduated with a master’sdegree in Human Resources fromLondon Metropolitan Universitythat November.

Jeanette’s arrival in the officeafter a rainy windswept bikejourney was an event few willforget. To help her through a busyweek, she favoured the weakestweak tea, chocolate, her husbandDafydd’s stew and the thought of

a well-earned glass of rum. A close friend remarked: “Once

a friend, Jeanette was a friend forlife.” Her colleagues are saddenedat losing that friendship, and joinfamily and friends in mourningher loss.

alumniyearbook200956

I N M E M O R I A M

Catherine Vernon, whodied in October 2008at the age of 57,worked in the London

Property department (as it thenwas) for 10 years from 1976.

She had grown up in France,where she won national prizes forbeing best in the country in herfinal school exams, and then didher degree at Oxford.

Rod Brown writes: After articlesat Coward Chance, she joined us,and worked predominantly forKevin Ryan. She was alwaysbright and cheerful, and had alively, infectious laugh. She was a joy to work with, hugelysupportive of her colleagues and areliable pair of hands.

When she left A&O, she became

a partner in the Pro p e rt yd e p a rtment of Joynson-Hicks, oneof the predecessor firms to what isnow Taylor Wessing, where sheremained for some years. Fro mt h e re, she became a lecturer in law at Thames Valley University,but ill health forced her earlyre t i rement.

Until her death, she worked ona voluntary basis and was thesecretary to Churches Together inNotting Hill.

Jonathan Haydn-Williams adds:As an articled clerk, my first ‘seat’was with Catherine, who took hertraining duties seriously. On myfirst day, she escorted me to thelibrary and showed me how toensure that my research was rightup to date, thereby no doubt

saving me from many futurenegligence claims.

My first ‘completion’ for herwas planned meticulously in hero ffice. She expected written workto be of a high standard. Thisseriousness of approach wasleavened by her sense of humour,often taking the form of bits ofh a rmless gossip about the Pro p e rt yd e p a rtment (including its part n e r s )w h i s p e red conspiratorially to meand her secre t a ry, Jenny, followedby loud laughter.

Like Catherine, I moved toJoynson-Hicks and our time at thefirm overlapped until she switchedto teaching law. She showed herskill and enthusiasm for that byputting on a successful course inFrench law for the London YoungSolicitors Group.

Catherine was a kind, goodperson and it is sad to be sayingau revoir.

Catherine Vernon d. 2008

A joy to work with

Jeanette Edwards d. 2009

Friend for life

alumniyearbook2009 57

Dave Timms was alarger-than-lifecharacter in everysense: an

accomplished lawyer who wasimmensely warm and kind, alwayspositive and laughing, a man whocaptured the hearts andadmiration of all.

Until his retirement in 2005,Dave was one of the Real Estategroup’s best-known lawyers. Hespecialised in commercial realestate investments and lettings,but was also an expert on esotericareas such as settled land, milkquotas, fishing and shooting rightsand agricultural tenancies.

His clients included the NewZealand Government and theSchroder Exempt Property UnitTrust, one of the most successfulproperty funds of the last 30years, and most of A&O’s landedestate clients.

Dave worked at A&O for morethan 40 years, a remarkableachievement. He started in thefirm’s post room in London in1964, aged 16, and worked hisway up to be a linchpin of whatwas then known as theConveyancing department.

After a lifetime of service toA&O, Dave had been lookingforward to spending more timewith his family (wife Sue, childrenJoanne and John, son-in-lawDaniel and baby grandsonSamuel) and indulging hisfavourite pastime of fishing.Cancer robbed him of that and hisdeath on 9 April 2009 at the ageof 61 has left a huge void for hisfamily and friends.

Head of Real Estate Adam Cleal

spoke for the department when hesaid: “We are all deeply shocked.Dave was hugely popularthroughout the department andthe firm. He had a great sense ofhumour and a very noisy laughwhich was infectious.”

Real Estate partner ImogenMoss adds: “He was an incrediblygood technical lawyer, but also avery practical and friendly one,which so endeared him tocolleagues, clients and otherlawyers alike.

“Clients very much consideredDave to be a trusted advisor,sometimes approaching him for asanity check even when Allen &Overy wasn’t involved.

“From my first day as anassociate at A&O, Dave took meunder his wing. With greathumour and infinite patience, hetaught me so much, not just aboutreal estate, but also how to be thelast one dancing and having fun atthe Property Christmas party! Iconsider myself very blessed tohave had Dave as such a greatcolleague and friend for morethan 20 years.”

Dave Timms d. 2009

Captured the hearts of all Among tributes:

❖ Dave really was very special; a big man inevery way. He was totally committed to hisfamily, his friends, his colleagues and hisclients. He set himself the highestprofessional standards, but always got thedeal done.

I first met Dave in 1967 and went on towork with him for more than 30 years. Hewas a joy to be with and added hugely tothe value of any gathering (social orprofessional). To me, he was a very dearfriend and colleague who epitomised all thatwas best about A&O. He was so proud ofthe firm. The firm has good cause to beproud of him.

– Gideon Hudson, re t i red Real Estate partner

❖ Within the department, he waseverybody’s rock. If anyone had a question,they would go to him and he would alwaysdo whatever he could to get the answer.

– Mary Handley, Dave’s PA for six years

❖ He was lovely – the life and soul of theparty. At any work night out, he was alwaysthe first one on the dance floor and the lastone off it.

– PA Debbie Ward, who worked withDave for 16 years

❖ He was truly a great bloke who managedto combine a professional approach to hiswork with the right balance of fun.

You always knew when he was in theroom: he just had that personality andpresence. He also knew how to give adviceto green fund managers without makingthem look or feel stupid when they were!

– William Hill, head of Property at Schroders

alumniyearbook200958

I N M E M O R I A M

Christopher Stunt, whodied towards the endof last year, was oursenior tax partner, and

latterly our finance director in all but name, until his earlyretirement in 1991, writes Tony Herbert.

His great skill and judgement inall things financial was only oneside of a rich life. He was also amusician, a mathematician beforehe took up the law, and agovernor of various schools. Andhe was a devoted family man toBeryl, his wife, their children,Lindsay and Jonathan, and grand-children.

Christopher certainly broughtus his intellectual gifts – his skillwith numbers, his love oflanguage and his precise andmeticulous use of it; a goodcombination of talents for a taxlawyer. He had the wonderfulability to make tax seemintelligible, even logical(occasionally).

He would always be preparedto help work out solutions to theproblems we threw at him. Whichmade him very approachable, evenwith questions that you thoughtyou should know the answer toyourself – a problem I often had.Christopher would tease me bysuggesting that I used to say,“Now Christopher, just refresh mymemory about whether section123 applies to this...”

His long-serving colleague,David Lewis, remembers anotherskill of particular value to a taxlawyer – the ability to deliver bad news. ‘Spin’ was notChristopher’s way. His methodwas to explain and, in a positiveframe of mind, to find a solution.

Christopher became, by degreesand by the curious informalprocesses that certainly thenprevailed, our man of finance –A&O’s finance partner. That hedid so was wholly the result of therespect and trust he enjoyedamong us.

I remember a partners’ meetingon the tricky question of a changeto the way we distributed profits.Christopher had done somecalculations. He quietly explainedthat, if we made the change, wewould all, including thosepromoting it, be worse off. Thechange was never made.

A surgical operation that wentwrong forced Christopher to retirein 1991 and the repercussions

affected the rest of his life. Hebore it all with enormous courageand was much involved inrecruiting his successor, our firstreal finance director, IanDinwiddie. Probably the greatesttribute to Christopher’s skills inthe field of finance is the highregard Ian, a professional financeman, always had for him. Ian saysthat some of the concepts offinancial management thatChristopher worked out anddeveloped 20 years ago are still in place.

But in 1991 he was forced tostart a second career. He decidedto pursue his interest in music.During his time at A&O, he hadkept up his music, taking Grade 8piano exams (according to hisdaughter, Lindsay, so as not to fallbehind her and her brother!) andstarting lessons in musicalcomposition. When he retiredfrom us, he decided to take amusic degree at Bristol.

Lindsay says: “He thrived onhis second set of undergraduateyears, finally studying what wasone of the biggest passions of hislife. For the record, just to keepup his high standards, he wasawarded the Albert Fry prize,which is given to the student withthe highest result in the entire artsfaculty of the university.

“This was not something hetalked about much, butunderneath, I’m sure he was veryproud of his accomplishment.”

Christopher was also a schoolgovernor. What he described as“the happiest and most satisfying

Christopher Stunt d. 2008

A rich and varied life

alumniyearbook2009 59

of all the trusteeships anddirectorships... held over morethan 45 years” was his role first as a governor and then vice-chairman of Red Maids’School in Bristol. Keith Bonham,the chairman, remembers his“very significant contribution toour Board deliberations as well asbeing seen, usually with Beryl, atmany of the school’s events – art,drama and, of course, music.”

He also remembers his supportin lengthy phone calls and letters:“His letters were always clear, tothe point and covering all thepoints, and written in fine, well-crafted English and, of course,often beautifully hand-writtenwith his fountain pen.”

Christopher’s mathematicalbrilliance had won him a place atWadham College, Oxford, wheresurprisingly he chose to read law –the dutiful choice of a son whowanted to fulfil what, he felt, werecertain family obligations. Notthat he turned his back onmathematics. Some 45 years later,his brother Timothy relates, hewas still pursuing a “modestobjective” of understandingenough number theory to prove,or at least follow the proof of,Fermat’s Two Square Theorem inlanguage that anyone who passedO-level maths could understand.The world never benefited fromthe completion of this project.

It was sad for A&O thatChristopher had to re t i re when hedid. His contribution to the firmand its development was enorm o u sand we missed him greatly allthose years ago. But it was atribute to him and his manydiverse talents, and to the supporthe always had from his family, thathe was able to enjoy such a richand fulfilling life after he left us.

Jane Moth (née Potter), whodied on 20 December 2008 atthe age of 31, was at A&Ofor five years from 2000 to

2005 before moving on to BoodleHatfield.

After her training contract, shebecame an associate in the PrivateClient department. Hera p p ro a c h a b i l i t y, intelligence andintellectual curiosity made herideally suited to this technicallychallenging, client-facing role. Sherapidly became known as thed e p a rtmental expert onimmigration law – though visitorsto her room might just as often beasking for a recommendation forthe best country walk in Kent, orthe best cheese board for a dinnerp a rt y, or the best afternoon tea inLondon, as for guidance as to howto complete a work permit form .

Phillippa Wilkie, her roommatefor much of her A&O career,recalls her infectious laugh andher individualism: “Jane was anextraordinary person who choseto blaze her own trail in life.When colleagues chose to work in

Western Europe, she choseSlovakia. When we all chosebeach holidays, she took Frenchlessons in Marseilles or wenttrekking in the Atlas mountains.When we all had reasonablytraditional wedding cakes, Jane'swedding cake comprised threetiers of her favourite cheese.”

Jane married Toby in 2005;their daughter Sophie was born inApril 2007.

No one who knew Jane couldfail to have been touched by theremarkable, but entirelycharacteristic, courage andcheerfulness with which she facedthe cruellest of illnesses. To theend, that infectious laugh and self-deprecating sense of humour werethere. It was fitting but utterlyunsurprising that her funeral wasexceptionally well-attended.

Jane set herself extraordinarilyhigh standards. She was a no-nonsense, cut-to-the-chaseindividual and focused on thethings in her life that mattered.Above all, she was cheeky andsparkling company.

Jane Moth (née Potter) d. 2008

Blazed her own trail in life

Marijke Sanders, an assistantadministrator in the Amsterdam

office, died on 2 February 2009.She was 61.

Marijke had worked at A&Osince April 2002, first inCorporate and then as PA toHenry van Geen. She wasdiagnosed with a serious illness in

late 2005 but made a goodrecovery and, anxious to get backto work, returned one day a weekworking in the library.

In November 2008, her healthreceived another setback, fromwhich she did not recover.

Her colleagues rememberMarijke as loyal, committed andpleasant. They offer condolencesto her family and friends.

Loyal and pleasantMarijke Sanders d. 2009

alumniyearbook200960

BELGIUMAntwerp:Allen & Overy LLPUitbreidingstraat 80 B-2600 AntwerpTel: +32 (0)3 287 72 22Brussels:Allen & Overy LLPAvenue de Tervueren 268 A B-1150 BrusselsTel: +32 (0)2 780 22 22Partners: 23 Associates: 53

BRAZILAllen & Overy LLP – Consultores emDireito Estrangeiro / Direito Norte-AmericanoRua das Olimpíadas, 100 - 10ºandar Vila OlimpíaCEP: 04551-000São Paulo – SPTel: +55 (11) 3848 8750Partners: 1 Associates: 3

CZECH REPUBLICAllen & Overy (Czech Republic) LLPorganizacni slozkaV Celnici 4, 5th Floor,110 00 Prague 1Tel: +420 222 107 111Partners: 3 Associates: 12

FRANCEAllen & Overy LLPEdouard VII26, boulevard des Capucines75009 ParisTel: +33 (0)1 40 06 54 00Partners: 27 Associates: 87

GERMANYDüsseldorf:Allen & Overy LLPBreite Straße 27 40213 DüsseldorfTel: +49 (0)211 2806 7000Frankfurt:Allen & Overy LLPTaunustor 260311 Frankfurt am Main Tel: +49 (0)69 2648 5000H a m b u rg: Allen & Overy LLPK e h rwieder 12 20457 HamburgTel: +49 (0)40 82 221 20Mannheim:Allen & Overy LLPErzbergerstraße 568165 Mannheim Tel: +49 (0)621 3285 631Munich:Allen & Overy LLPMaximilianstraße 3580539 MunichTel: +49 (0)89 71043 3000Partners: 33 Associates: 129

HUNGARYMorley Allen & Overy IrodaMadách Trade CenterMadách Imre út 13-14 H-1075 BudapestTel: +36 1 483 2200Partners: 1 Associates: 13

ITALYMilan:Allen & Overy – Studio LegaleAssociatoVia Manzoni, 41 20121 MilanTel: +39 02 290 491

Rome:Allen & Overy – Studio LegaleAssociatoCorso Vittorio Emanuele II, 28400186 RomeTel: +39 06 684 271Partners: 15 Associates: 67

JAPANAllen & Overy Gaikokuho KyodoJigyo Horitsu Jimusho 38F Roppongi Hills Mori Tower 6-10-1 Roppongi, Minato-ku Tokyo 106-6138Tel: +81 (0)3 6438 5200Partners: 8 Associates: 36

LUXEMBOURGAllen & Overy Luxembourg33 avenue J F Kennedy L-1855 LuxembourgPO Box 5017 L-1050 LuxembourgTel: +352 44 44 55 1Partners: 8 Associates: 46

THE NETHERLANDSAllen & Overy LLPApollolaan 15 1077 AB AmsterdamPO Box 75440 1070 AK AmsterdamTel: +31 (0)20 674 1000Partners: 39 Associates: 102

WHERE A&O IS LOCATED AROUND THE WORLD

alumniyearbook2009 61

POLANDAllen & OveryA. Pedzich Spólka komandytowa Rondo ONZ 134th Floor00-124 WarsawTel: +48 (0)22 820 6100Partners: 5 Associates: 39

PRCBeijing:Allen & Overy LLP, Beijing officeSuite 522China World Tower 2No. 1 Jian Guo Men Wai Avenue Beijing 100004Tel: +86 (0)10 6505 8800Hong Kong:Allen & Overy9th Floor Three Exchange SquareCentral, Hong KongTel: +852 2974 7000Shanghai:Allen & Overy LLP, Shanghai office18th Floor Bank of Shanghai Tower 168 Yin Cheng Middle RoadShanghai 200120Tel: +86 21 3896 5000Partners: 28 Associates: 108

RUSSIAAllen & Overy Legal Services Dmitrovsky pereulok 9107031 MoscowTel: +7 495 725 7900Partners: 9 Associates: 48

SINGAPOREAllen & Overy LLP24 Raffles Place #22-00 Clifford CentreSingapore 048621Tel: +65 6435 7400Partners: 7 Associates: 28

SLOVAK REPUBLICAllen & Overy Bratislava, s.r.o. Carlton Savoy Building Mostová 2, 5th Floor 811 02 BratislavaTel: +421 2 5920 2400Partners: 2 Associates: 7

SPAINAllen & OveryPedro de Valdivia 10 28006 MadridTel: +34 91 782 98 00Partners: 7 Associates: 35

THAILANDAllen & Overy (Thailand) Co Ltd22nd Floor, Sindhorn Tower 3 130-132 Wireless Road Lumpini, Pathumwan Bangkok 10330Tel: +66 (0)2 263 7600Partners: 5 Associates: 21

UNITED ARAB EMIRATESAbu Dhabi:Allen & Overy LLPPO Box 7907 Abu DhabiTel: +971 (0)2 418 0400Dubai:Allen & Overy LLPLevel 2The Gate Village Building GV08Dubai International Finance CentrePO Box 506678, DubaiTel: +971 (0)4 426 7100Partners: 16 Associates: 64

UNITED KINGDOMPrincipal:Allen & Overy LLPOne Bishops SquareLondon E1 6ADTel: +44 (0)20 3088 0000Canary Wharf:Allen & Overy LLP40 Bank Street London E14 5DUPartners: 190 Associates: 608

UNITED STATESAllen & Overy LLP1221 Avenue of the Americas New York, NY 10020Tel: +1 212 610 6300Partners: 34 Associates: 120

ASSOCIATED OFFICESROMANIARadu Taracila Padurari RetevoescuSPRL in association with Allen & Overy LLP60 Dacia Boulevard020061 Bucharest 2Tel: +40 31 405 7777Partners: 5 Associates: 16

SAUDI ARABIAAbdulaziz AlGasim Law Firm inassociation with Allen & Overy LLP PO Box 89402 Riyadh 11623 4th floor Al-Mada Centre Bld No 823 Olaya, King Fahad RoadRiyadhTel: +966 (0)1460 0066Partners: 2 Associates: 5

(Details correct as at 31 October 2009)

alumniyearbook200962

Managing Partner:Dirk MeeusHead Partners:❖ Banking – Peter Bienenstock❖ Corporate – Pierre-Olivier Mahieu❖ Environment – Gauthier van Thuyne❖ Employment & Benefits –

Pieter De Koster❖ European and Competition –

Dirk Arts❖ IP/Media/IT – Filip Van Elsen❖ Litigation – Koen van den Broeck❖ Public Law – Helga Van Peer❖ Real Estate – Daniel Gillet❖ Tax – Patrick SmetHR contacts:❖ Alumni – Valérie Devos❖ Pension scheme – Hilde De Volder

Managing Partner:Robert KartheiserContact:Bruno Soares – Senior Counsel

Managing Partner (Beijing):Peter ThorpManaging Partner (Hong Kong):Thomas BrownHead Partners:❖ Banking – Vicki Liu❖ Corporate – Jeremy Hunt❖ ICM – Andrew Harrow❖ Litigation – Angus Ross and

Matthew Gearing❖ Real Estate – Simon Reid-KayManaging Partner (Shanghai):Simon BlackHead Partners:❖ Corporate – Victor Ho❖ Finance – Simon BlackHR contacts:❖ Alumni – Adrian Lau and Jennifer

Cheung (Hong Kong), Mila Harju andCarrie Min (Beijing), Mila Harju andHeidi Ling (Shanghai)

❖ Pension scheme – Adrian Lau (HongKong); Mila Harju and Heidi Ling (bothBeijing and Shanghai)

Managing Partner:Jane TownsendHead Partners:❖ Corporate/Employment & Benefits –

Jane Townsend and Jan Myska ❖ Banking/Litigation – Václav Valvoda ❖ Real Estate – Jane Townsend HR contact:Marcela Hogenová

Managing Partners:Rod Cork, Jean-Claude Rivalland, PierreLenoir and Siamak MostafaviHead Partners:❖ Antitrust – Olivier Fréget❖ Banking – Rod Cork❖ Corporate – Jean-Claude Rivalland❖ Employment & Benefits –

Sabine Smith-Vidal❖ ICM – François Poudelet❖ Litigation/IP – Pierre Lenoir❖ Public Law – Noël Chahid-Nouraï❖ Real Estate – Jean-Dominique Casalta❖ Tax – Siamak MostafaviHR contact:Valérie Serin

Senior Partner:Cornelius Fischer-ZerninManaging Partner:Peter StenzHead Partners:❖ Banking – Peter Hoegen❖ Corporate – Helge Schäfer ❖ ICM – Okko Hendrik Behrends❖ Tax – Eugen BogenschützHR contacts:❖ Alumni – Carolyn Schroeter and Yvonne

Schurz

Senior/Managing Partner:Zoltán Lengyel Heads:❖ Banking – Balazs Sahin-Toth❖ Corporate and ICM – Zoltán LengyelHR contact:Erika Füszinger

Senior Partner:Massimiliano DanussoManaging Partner:Paul FlanaganContact Partners:❖ Banking – Paul Flanagan❖ Corporate – Giovanni Gazzaniga❖ ICM – Massimiliano Danusso❖ Litigation – Massimo Greco❖ Projects – Catia Tomasetti❖ Tax – Francesco BonichiHR contact:Emanuele Borganti

Managing Partner:Aled DaviesHead Partners:❖ Banking – Aled Davies❖ Corporate – Nobuo Nakata❖ ICM – Jason Humphreys and Norifusa

HashimotoHR contact:Kaori Nasu

J A P A N

I T A L Y

H U N G A R Y

G E R M A N Y

F R A N C E

C Z E C H R E P U B L I C

C H I N A

B R A Z I L

B E L G I U M

A L L E N & O V E R Y A R O U N D T H E W O R L D

alumniyearbook2009 63

Senior Partner:Marc FeiderManaging Partner:Henri WagnerHead Partners:❖ Banking – André Marc❖ Corporate – Marc Feider and

Fabian Beullekens❖ Corporate Finance – Pierre Schleimer❖ Employment – André Marc❖ ICM – Henri Wagner❖ Investment Funds – Pierre Schleimer❖ Litigation – Marc Feider❖ Real Estate – André Marc❖ Tax – Jean Schaffner, Jean-Luc Fisch

and Patrick MischoHR contact:

Audrey Riffaud

Senior Partner:Arnold Croiset van Uchelen Managing Partner:Andrew ThomasHead Partners:❖ Banking – Femke Bierman❖ Competition Law and Regulated

Industries – Paul Glazener❖ Corporate – Annelies van der Pauw❖ Employment/Labour Law –

Ferdinand Grapperhaus❖ ICM – Niels van de Vijver❖ Intellectual Property – Paul Reeskamp❖ Litigation – Willem van Baren❖ Real Estate – Henry van Geen❖ Tax – Olaf van der DonkHR contacts:❖ Alumni – Mark Colly❖ Pension scheme – Franklin Spuesens

Managing Partner:Arkadiusz Pedzich Head Partners:❖ Banking – Arkadiusz Pedzich and

Tomasz Kawczynski❖ ECM – Zbigniew Mrowiec and Jacek

Michalski❖ Corporate – Jacek Michalski and

Jaroslaw Iwanicki❖ ICM – Arkadiusz PedzichHR contact:Joanna Sobka

ASSOCIATED OFFICEManaging Partner:Costin TaracilaHead Partners:❖ Anti-trust/Competition –

Mihai Ristici❖ Banking – Alexandru Retevoescu and

Victor Padurari❖ M&A/Corporate/ICM – Costin Taracila,

Dragos Radu and Mihai Ristici

❖ PPP/Public Procurement Law/ProjectFinance – Victor Padurari

❖ Real Estate – Dragos RaduHR contact:Andreea Antonovici

Managing Partner, Head of Russia PracticeGroup:Tony HumphreyHead Partners:❖ Banking & Finance –

Irina Mashlenko and ElenaTchoubykina

❖ Corporate – Edwin Tham, Tim Shillingand Anton Konnov

❖ ECM – Varun Gupta❖ ICM – Konstantin Kroll❖ Structured Finance –

Stephen MatthewsHR contact:Natalia Manakova

Managing Partner:Julian JohansenHR contact:Alison Morgan

Managing Partner:Ken AboudHead Partners:❖ Banking – John Richards❖ Corporate – Christopher Moore❖ ICM – Ken AboudHR contacts:❖ Alumni – Sonia Getas❖ Pension scheme – Jo Lee

Head Partners:M a rtin Magál and Hugh OwenHR contact:Eva Sednickova

Managing Partner:Iñigo Gómez-JordanaHead Partners:❖ Banking – Ignacio Ruiz-Cámara and

Charles Poole-Warren❖ Competition – Antonio Martinez❖ Corporate – Juan Barona❖ Public Law/Litigation –

Antonio Vázquez-Guillén❖ Tax – Carlos Albiñana HR contact:Julio Alonso

Managing Partner:Simon MakinsonHead Partners:❖ Banking – Stephen Jaggs and

Suparerk Auychai❖ Corporate – Simon Makinson and

Arkrapol Pichedvanichok❖ Litigation – Dumnern SubpaisarnHR contact:Wasana Montraprasit

Managing Partner:Simon Roderick – Middle EastIbrahim Mubaydeen – Abu DhabiHead Partners:❖ Banking – Bimal Desai❖ Corporate – Andrew Schoorlemmer❖ ICM/Islamic Finance –

Anzal Mohammed❖ Litigation – Simon Roderick❖ Projects – Ian Ingram-Johnson❖ Real Estate – Nick SmithHR contacts:❖ Alumni – Alison Morgan❖ Pension scheme – Elise Wouterloot

U N I T E D A R A B E M I R A T E S

T H A I L A N D

S P A I N

S L O V A K R E P U B L I C

S I N G A P O R E

S A U D I A R A B I A

RU S S I A N F E D E R A T I O N

R O M A N I A

P O L A N D

N E T H E R L A N D S

L U X E M B O U R G

alumniyearbook200964

Senior Partner:David Morley Managing Partner:Wim Dejonghe Head Partners:❖ Banking – Mike Duncan❖ Corporate – Richard Cranfield❖ Employment & Benefits –

Paul McCarthy❖ ICM – David Krischer❖ Litigation – Tim House and

John O’Conor❖ Real Estate – Adam Cleal❖ Tax – Christopher HarrisonHR contacts:❖ Alumni – Sasha Hardman❖ Pension scheme – Karen Young

Managing Partner:Kevin O’SheaHead Partners:❖ Banking – David Slade❖ Corporate – Eric Shube❖ Environment – Ken Rivlin❖ Employment & Benefits –

Henry Morgenbesser❖ ICM – David Wainer❖ International Arbitration –

Benno Kimmelman❖ Litigation – Michael Feldberg❖ Projects – David Slade❖ Real Estate – Kevin O’Shea❖ Restructuring – Ken Coleman❖ Tax – Jack HeinbergHR contacts:❖ Alumni – Lee Garfinkle❖ Benefit plans – Anthony Brincat

(Details correct as at 31 October 2009)

U N I T E D S T AT E S

U N I T E D K I N G D O M

I N D E X

A g g a rwal, Manish . . . 4 8Baggio, Andre w . . . . . 2 6B a rnett, Ed. . . . . . . . . 2 7Bavasso, Antonio. . . . 2 4Bell, Gary . . . . 43, 45-47B e r i n g e r, Guy . 13, 51-53Bloom, Barry & Sue . 5 3Branson, Marg o t . . . . 2 6B rown, Rod . . . . . . . . 5 6B ryans, Priscilla . . 2 2 - 2 3Bullock, To m . . . . 4 8 - 4 9Burkett, Chris . . . . 3 5 - 3 7Buscall, Anna. . . . . . . 5 3C h e w, Kirsten . . . . . . 2 7Cleal, Adam. . . . . . . . 5 7Cox, Peter . . . . . . . . . 4 3C rook, Paul . . . . . . . . 5 1Cunningham, Pat. . . . 5 3Dejonghe, Wi m . . . . . . 6Devine, Rachel. . . . . . 2 4Dinwiddie, Ian . . . . . . 5 8Doyle, Jacqueline . . . . 5 4Driskell, Stefanie . . . . 2 2Duncan, Mike 26, 48, 51E d w a rds, Jeanette . . . 5 6Ewins, Alan . . . . . 1 8 - 2 1Eynon-Evans, Alun . . 2 7Fail, To m . . . . . . . 2 4 - 2 5F a i r l e y, Ross. . . . . . . . 2 4F o rd, Jim . . . . . . . . . . 2 7Friend, Mark . . . . . . . 2 4Gashabana, Gatera . . 3 1G o d f re y, Keith . . . . . . 2 3Grant, To n y . . . . . . . . 5 1G rove, Justin . 48-49, 51Haddock, Simon . . . . 2 5Haggie, James . . . 48, 51H a n d l e y, Mary. . . . . . 5 7H a rris, Julian . . . . . . . 2 6H a rrison, Brian . . . . . 2 4H a rro w, Andre w . . . . 2 5H a y d n - Williams,

J o n a t h a n . . . . . . . . . 5 6H e r b e rt, To n y . . . . . . 5 8Highnam, To m. . . . . . 2 7Hill, Wi l l i a m . . . . . . . 5 7

H i n c h l i ffe, Catherine . 2 6Hockridge, Adrian. . . 5 2Holland, Peter . . . . . . 1 3H o w a rd, Susan . . . . . 2 5Hudson, Gideon . 51, 57H u m p h re y, To n y . . . . 5 3Hunt, Jere m y . . . . . . . 2 4Ingram-Johnson, Ian . 2 7Jackson, Barry . . . . . . 2 7Jackson, Sophie . . . . . 2 7Jennings, Vi v i a n . . . . . 5 4Johnson, Nigel . . . . . . 2 5Kalnin, Sonya . . . 3 2 - 3 4Kavanagh, Lloyd . . . . 2 5Keaton, Sean . . . . . . . 5 0K e e n l y s i d e, H u m p h re y 4 8Kennett, Maxine. . 4 0 - 4 2Kidd, David . . . . . . . . 2 4K i n g s l e y, To m . . . . . . 2 7Kipling, Wi l l. . . . . . . . 4 8Knox, John . . . . . . . . 2 7K r i s c h e r, David . . . . . 2 5K u p e r, Simon . . . . . . 1 7Landau, Nicola . . . . . 2 7Lauritsen, Hugh. . . . . 4 8Levine, To m . . . . . . . . 2 4Lewis, David . . . . . . . 5 8Lomas, Owen . . . . . . 2 4Loxon, Diccon . . . 2 5 - 2 6Mackie, David 28-31, 54Mansell, Mark . . . . . . 2 7Matthews, Andy . . . . 2 4M c K a y, John . . . . . . . 2 5M c William, James 4 8 - 4 9Mears, Patrick . . . . . . 5 1Mitchell, Marg a re t. . . 5 4Monk, Paul . . . . . 12, 25M o r l e y, David . . . . . . . .

. . . . . . . . 6-11, 12, 53M o rris, Craig. . . . . . . 5 3Moss, Imogen . . . . . . 5 7Moth (née Potter),

J a n e. . . . . . . . . . . . . 5 9M u rr a y, David . . . . . . 2 4Neicho, Vi n c e . . . . . . 1 2Neilson, Hayley . . . . . 2 4

N o rris, Wi l l i a m . . . . . 5 5O’Neill, Mark . . . . . . 2 6O p p e n h e i m e r, David . 4 8O v e ry, To m . . . . . . . . 5 1Paul, Alan . . . . . . . . . 2 5P l u m m e r, Ronnie . 51, 55Rawlings, Peter . . . . . 2 2Reece Thomas,

K a t h e r i n e . . . . . . . . 3 1Reynolds, Mike . . . . . 2 4R o d i e r, Peter . . . . . . . 5 5Rouse, Eddie. . . . . 5 2 - 5 3Rowland, Richard 51, 54Ryan, Kevin . . . . . . . . 5 6Salt, Julia . . . . . . . . . . 5 1Samuel (née Faye),

M e l i s s a . . . . . . . . . . 2 4Sanders, Marijke . . . . 5 9Saunders, Chris . . . . . 2 7Schulz, Peter. . . . . . . . 5 4S l a g t e r, Jan Maart e n1 4 - 1 7Smith, Richmond . . . 5 5St John, Patrick . . . . . 2 3S t a n g e r, To m . . . . . . . 5 1S t e w a rt, Gord o n . . . . 5 4Stunt, Christopher 5 8 - 5 9Sutton, David. . . . . . . 5 1Swain, Jon . . . . . . . . . 2 7Sykes, Richard . . . . . . 2 5Thomas, Ian. . . . . . . . 2 4Timms, Dave . . . . . . . 5 7Tipping, Sue . . . . . . . . 5 3Townsend, Matthew . 2 4Tudor John, Bill . . . . . 5 3Tu r l e y, David . . . . 4 8 - 4 9Tu rn o r, Richard . . . . . 5 5van Geen, Henry . . . . 5 9Ve rnon, Catherine . . . 5 6Wa rd, Debbie. . . . 51, 57Welling, Mark . . . . . . 2 5Wells, Boyan . . . . 25, 51Wilkie, Phillippa . . . . 5 9Wolfson, Louise . . . . . 2 7Wood, Philip . 38-39, 54Wotton, John . . . . . . . 5 1