The Lawyer Asia Pacific 150 is the only research report to provide a ranking of the top 100 independent local firms and top 50 global firms in the region. The report offers critical review of some of the fastest growing firms and their strategies, a country-by-country guide to leading legal advisers and legal services market trends, plus exclusive insight into the current business development opportunities in the Asia Pacific. Read more
This year, The Lawyer’s annual ranking of the largest UK law firms by turnover is available as an interactive, digital benchmarking tool. For the first time this will allow you to manipulate each data set against the metrics of your choice.
HMRC lawyers deserve their day in the sun too, you know
If there’s one profession more hated than journalists or lawyers it’s surely tax collectors. So you can picture the reaction at The Lawyer Awards last week when, in a room full of lawyers at a ceremony hosted by journalists, HMRC Solicitor’s Office scooped In-House Public Sector Team of the Year.
Going down like a lead balloon with the audience, poor general counsel Anthony Inglese wasn’t quite greeted with the chorus of applause he deserved, given that his team were pegged as in-house public sector top dogs of 2013.
So, you miserable lot, let us explain. In a year when HMRC faced unprecedented scrutiny, its in-house team worked effectively with the bar to achieve success in 85 per cent of its cases, protecting £5bn of revenue through litigation. That’s enough dosh to buy the The Ritz, Harrods, Arsenal FC, Richard Branson’s Necker Island and at least two private jets.
Still not impressed? Well, three of HMRC’s cases also made The Lawyer’s top 20 for 2012: Loyalty Management UK, Prudential and the Franked Investment Income Group Litigation Order, while another case, UK Uncut, made The Lawyer’s top 20 for 2013. How’s that for a swish CV, naysayers.
“The record does speak for itself,” commented one judge. “This is a smart and intelligent group of lawyers applying themselves in complex situations with a lot of external scrutiny on their behaviour and internal demands for high standards and results.”