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UK/global turnover: |
£71.3m/£597.7m |
UK/global PEP: |
£418,000/£709,000 |
UK/global revenue per lawyer: |
£318,000/£307,000 |
UK revenue per partner/equity partner: |
£1.5m/£1.8m |
Global revenue per equity partner: |
£2.2m |
UK/global number of equity partners: |
39/269 |
UK/global number of partners: |
49/484 |
| UK/global number of lawyers: |
224/1,949 |
| UK number of staff: |
478 |
| UK/global leverage ratio: |
4.7/6.2 |
WHITE & CASE jumped up one spot in the rankings
following a 28 per cent increase in UK turnover to
$124.7m (£71.3m), almost double the 15 per cent
increase seen in global revenue.
But the firm was unable to build on this to
increase UK average PEP. Instead, London partners
suffered a £128,000 drop in their average pay
packets to $731,000 (£418,000) in 2005 – one of
the worst in the international rankings.
London senior partner Peter Finlay attributed
the disappointing profit to the cost of six new partner
laterals (the firm accounts on a cash basis) and the
cost of firm’s new offices, to which it relocated late
in 2004. The hires included a PFI team from
Kilpatrick Stockton.
White & Case operates an entirely merit-based
compensation system.
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