Browne Jacobson LLP Annual Review 2015/16

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Private and public sector legal experts, offering clear opinions and straightforward legal advice, whenever and
wherever you need it. Complex problems – understood, explained and resolved by a single team, across our office
network, working together in long term partnership with you. Exceptional service, every time, from experts you
trust and costs that reflect what you value in a law firm, not the things you don’t. A place where people want to
work and a business actively engaged with our communities and the environment.
Sometimes you just need a lawyer, but you’ll want to do business with us.
Cover image - Rebecca Bell, Legal Assistant, Health and Advisory team

Our year 2015/16 | Contents page | 3
Contents
Our year in brief 4
Looking to the future
Our key financials
Putting people first
Exceptional client service
In the heart of our community
Sector specialists
6
10
12
18
36
40
And the winner is... 44
International growth 16

Our year 2015/16 | Our year in brief page | 4
We were delighted to deliver organic growth for the
seventh year in succession, posting a 9% increase in
work done to over £64m. The momentum from 2014/15
carried on and the results were in line with our own high
expectations. It was particularly pleasing to see each of
our five offices achieving growth – a further sign that the
major investments we have made in recent years in new
office openings, people and infrastructure have really
started to bed in and deliver.
Whilst year on year comparisons are significant, it is also
critically important to take a step back to truly assess
how the firm has performed and developed. In the last
five years alone we have opened offices in Exeter and
Manchester and moved to new locations in Nottingham
and London. Financially we have grown turnover by over
80% since 2011 - and this has been achieved organically
through retention and growth of our clients and people,
as well as new strategic hires and client wins. This puts
into perspective what an incredible journey we have
been on and how the business has been transformed.
Central to this success has been our continued ‘drive
for quality’ strategy, with its focus on people, sector
knowledge and client service. 2015/16 was a year in
which we excelled on all three fronts.
We continued to invest in people with a series of high
profile lateral hires across many of our offices whilst
also recognising the achievements of our people with
a number of richly deserved promotions. We saw the
arrival of Kathleen Fox Murphy and Mark Gleeson in
the technology team, Clare Auty and Simon Charlton in
the health team and Anita Bradley in the public sector
team. These were accompanied by a number of senior
appointments to our central management team including
HR Director Lynne Farrage and Head of Learning Claire
Stripp. This was alongside five new partner promotions
and 11 associate promotions, sending a powerful
message of our ambition to grow and a commitment to
continue delivering the very best legal services we can
to clients.
Welcome to Browne Jacobson’s 2015/16 annual review. It has been another memorable year in which
we both met and, in many cases, exceeded expectations.
Our year
in brief

page | 5Our year 2015/16 | Our year in brief...
Our sector expertise continues to win plaudits, whether it is amongst our more traditional core sectors or new and
emerging ones such as the work being carried by our expanding financial services and technology teams.
Each year the breadth of our client base and the ground breaking work we do for them reaches new heights and
2015/16 was no exception: from completing our 1,000th academy conversion and winning new clients such as the
National Procurement Service for Wales to successfully advising NHS England on its genomic laboratory services
project, Cornwall Council on its dispute with BT and former JP Morgan trader Bruno Iksil to name just a few.
Over the coming year we will undertake our next strategic review. In many respects it will be business as usual. We
remain committed to getting the basics right, delivering a quality service to all our clients through our successful
sector based approach whilst striving to be the best employer we can be. But it will also be an opportunity for us to
look ahead and identify those long term growth opportunities that will take Browne Jacobson to the next level.
“We have had another impressive 12 months. We
are performing well against our strategy of long
term sustainable and profitable growth. Our focus
will continue to be on making sure we are the best
we can be.”
Iain Blatherwick
Managing Partner
+ 44 (0)115 976 6183
iain.blatherwick@brownejacobson.com
Our Mowbray House office - Nottingham

page | 6Our year 2015/16 | Looking to the future
It was pleasing to consolidate our financial position with
another impressive set of results, which saw us enter the
Top 50 in The Lawyer league tables.
Today clients need more than just sound legal advice
from their advisers; they expect their lawyers to be
an extension of their in-house teams, understanding
their business models and being alive to the unique
challenges they face, both now and into the future. Our
‘view from the top’ thought leadership programme is
one of many examples of how we are going beyond the
realms of providing just legal advice. Since its launch
when we moved into our new London office at Bevis
Marks, we have held a series of high profile roundtable
discussions with senior stakeholders on a raft of issues
from the implications and risks that emerge from the
devolution of powers from central to local government
to the challenges faced by academy schools and school
leaders. Our school leaders survey, which is carried out
in partnership with ASCL and is now in its fourth year,
has become the largest survey of its type in the country.
Another way in which we are looking to add real value to
our client relationships whilst gaining a competitive edge
in the market is through harnessing the data flowing
through the firm under the umbrella of our change
programme. We have already made significant progress
towards delivering the key strands of our business
process improvement strategy. The introduction of a
centralised end user dashboard will play a critical role
in enabling us to intelligently use data that has been
generated through the firm’s new practice management
system and a host of existing applications, allowing us
to better manage risk, improve commercial decision
making and share knowledge across teams to help
deliver exceptional client service. Recent changes to
our business operations teams will also enable us to
accommodate increased workloads and continue to assist
our legal teams to deliver exceptional client service.
After nine months of development we saw our new
look website go live. With over 6,000 pages migrated
and 600-plus tests carried out, it was a tremendous
multi-team effort involving colleagues across our
marketing, business development, IT, finance, HR and
compliance teams. But like many of our investments, its
launch is only the start of a long term plan of ongoing
development that will see new portals added, the rollout
of personalisation and e-commerce to name just three.
Looking to
the future
2015/16 was a milestone year for the firm – one in which we demonstrated our growing confidence,
drive and ambition to succeed.

page | 7Our year 2015/16 | Looking to the future
We have rolled out our key dates tool – an easy to use
online solution to effectively manage critical and non-
critical dates for our internal and external stakeholders.
Agile working trials are currently being carried out in
London and Nottingham, whilst our paperlite project
is also underway in Birmingham and Nottingham. The
intention is to roll this out to our other three offices by
the end of the 2016/17 financial year.
The last twelve months symbolises the transformation
the firm has undergone in the last few years; a
transformation which was clearly evident at our first
ever two-day summer event within the grounds of
Belvoir Castle, when over 650 of our people from across
all five offices gathered to share in our success and
hear about our vision for the future of the firm. It was
one of the most ambitious events we have staged and
underlies our growing confidence as one of the UK’s
leading law firms. It perfectly encapsulated the journey
we have been on – one that was also recognised by our
peers when we were named ‘Best Managed Law Firm’
at the Managing Partners’ Forum Awards 2016. It was
also a year in which we entered the Top 50 UK law firm
rankings for the first time – sure signs that we have made
the step up from being a strong regional player to the
national stage.
So what are our aims and ambitions for 2016/17 and
beyond? After the investments made in London and
Birmingham, we will start to turn our attention to the
north west. Our Manchester office was first opened
in 2012 and has since gone from strength to strength.
To meet current and future demand and in line with
our ambitions to develop a full service offering in the
north west, we have recently signed a lease on our new
state-of-the-art Manchester office in the heart of the
city – a move which will offer our clients and people
an exceptional working environment in which to do
business.
We also recognise that we need to develop and adapt
our policies, processes and culture if we are to continue
to recruit and retain the very best talent and to meet
the needs of a growing and diverse workforce. Our
people strategy with its strong focus on areas such as
succession planning, alternative career structures and
training development will ensure we meet the needs
of a modern workforce.
Our first ever two-day summer event in the grounds of Belvoir Castle

Our year 2015/16 | Looking to the future page | 8
Being able to offer a flexible workplace model will also be a key pillar of our strategy. For example, our Bevis Marks
office is ideal for those wishing to pursue a City based legal career. However, our state-of-the-art regional office
network means we are able to also offer an equally rewarding and fulfilling alternative to those wishing to develop
their careers outside London; careers which deliver training, client work and a working environment on a par with
the City whilst offering a lifestyle choice which matches their needs. And because we work flexibly across all our
offices, our people can have the best of both worlds.
The view from our Bevis Marks office in the heart of the City of London

Our year 2015/16 | Looking to the future
“It has been an incredible journey so far… but
one that is only just beginning.”
Sarah Walker-Smith
Chief Operating Officer
+44 (0)115 976 6500
sarah.walker-smith@brownejacobson.com
Making Browne Jacobson a truly balanced business will
also be central to our long term aims and objectives.
Currently approximately one-third (35%) of all our
partners and ‘heads of’ are female. Whilst this is
comparable and, in many cases, better than most of our
peer group, we are committed to doing more. Progress
has clearly been made in the legal sector but it is still
widely accepted that the legal profession remains
largely segmented along race, class and gender lines and
that simply has to change.
Whilst we have ambitions to grow and develop the
business on the national and international stage, we
have never lost sight of our responsibilities to the wider
community, both as a local business and employer. So,
in 2015, we pledged our support to the restoration of
Nottingham Castle, a key part of the regeneration of
the city’s Castle Quarter. The three year project, which
has already been supported by £21m from the Heritage
Lottery Fund, Nottingham City Council and the European
Union, will get underway next year and create 2,000
jobs, with over 200 of those in the construction industry.
We also added our voice to the Nottingham Post’s Great
Debate initiative to explore how the city can raise its
profile, develop a sustainable economy and meet many
of the challenges it faces from skills challenges to
international competition.
No challenge comes bigger than the recent decision
of the UK to leave the European Union which is
why we have developed a dedicated Brexit hub,
providing updates on the latest developments and
how they impact on our clients, with a practical
focus on minimising risks as well as exploring future
opportunities.
Despite the cloud of uncertainty that will no doubt
linger for some time to come following Brexit, as a
firm we remain perfectly placed to take advantage of
the opportunities to grow the business by continuing to
invest in our chosen sectors, people and infrastructure.
This will enable us to continue to deliver the exceptional
service our clients have come to expect and demand.
It promises to be an equally challenging, exciting and
memorable year for Browne Jacobson and one that we
are all looking forward to.
page | 9

It was a slow start to the year compared to 2014/15,
however the second half proved to be stronger,
particularly the last quarter. We have seen good growth
in a number of our large clients including the NHS LA,
Rapiscan, Ageas, the National College for Teaching
Leadership and HCA – all of which helped underpin our
overall performance.
Lock up will be a continued focus over the coming year
following an increase of four days compared to last
year. Whilst our total investment in WIP has improved,
there is more to do around debtor collection. A review
of our processes, along with robust working practices
and better communication will aim to drive an improved
result in 2016/17. However, overall cash management
during the year has been good and we ended the year
with a strong cash position and our lowest debt position
since 2012.
Profit for the year was £17.2m. This was 6% up on the
prior year; it is ahead of the forecast position and, given
the level of investment made during the year in systems
and teams, is a great result. This result generated a
performance award of 5.5% of salary for our people.
Some of the projects we have invested in will continue
into 2016/17 including our new PMS and we have
additional new projects planned which will require
substantial investment.
Whilst we continue to enjoy growth across a very
diverse client base and to expand our range of services,
the emphasis on the provision of timely and relevant
financial metrics and strong financial management
and control remains key. The introduction of a new
dashboard will enable improved reporting and better
access to financial data across the business to support
this.
Our year 2015/16 | Our key financials page | 10
Kit Doleman
Finance Director
+44 (0)115 948 5621
kit.doleman@brownejacobson.com
“Despite the uncertainty as a result of the
Brexit Referendum, with a healthy pipeline and
focus on delivering our financial management
objectives, we are confident the firm will
maintain to a strong financial position during
2016/17.”
Our key
financials
We had another great year in 2015/16, resulting in work done of £64.3m, 9.2% growth on last year
and £1.5m ahead of forecast. Revenues have increased by £29.1m since April 2011 representing
growth of 82.8%.

Our year 2015/16 | Our key financials page | 11
.........................................................................................................................................................................................
.........................................................................................................................................................................................
............................................
...........................................
Growth
=
9.2%
................................................
.........................................................................................................................................................................................
.................................................
lock up days
134
overhead efficiency
32.8% £3.5m
net
debt £1.4m
our key financials...at a glance
Profit
=
£17.2m £
Revenue
=
£64.3m
total debt

Our year 2015/16 | Putting people first page | 12
Putting
people first
We operate in a highly competitive market place and the ability to recruit and retain graduates and
skilled people will be hugely influenced by our employer brand strategy.
We have made considerable progress on reviewing and
re-evaluating our employment offer and how we can
differentiate ourselves from our competitors. We are
investing in agile/mobile technology and processes
to ensure we can offer improved flexible working.
We believe that our people should not be constrained
because of their location. Currently, 21% of the
workforce works flexibly within their contractual terms
(this includes home working; compressed, part-time and
shift hours; and job sharing) and 18% of fee earners work
flexibly within contractual terms. We think we have an
opportunity to increase this and are looking to review it
in 2016/2017.
Trainees form a critical part of the firm’s workforce and
this year we revamped our summer vacation scheme
to provide potential trainees with the opportunity to
undertake meaningful work while learning more about
our markets and sectors and the firm’s culture. The
scheme has been extended to two weeks and, for the
first time, covers our London and Exeter offices as well
as Birmingham and Nottingham. Candidates are assessed
during their time with us, with the potential of being
offered a training contract on completion. Demand this
year has been high and we hosted 32 candidates for the
assessment day and offered 14 student placements.
2016/2017 will also see the launch of a number of
development initiatives and pilots designed to build
capability in our business. We commenced a pilot
partner development programme in June, a first line
leadership pilot in July, and revamped our trainee
development framework under the remit of our new
Head of Learning, Claire Stripp. We are also undertaking
a review of our career structures across legal and other
professional teams to understand how we can best
deliver clear and accessible progression and career
development and ensure that we retain our best people.
We are increasing our legal training to align it to a
tailored legal competence framework which incorporates
the SRA’s solicitor competence requirements. We are
also developing the firm’s knowledge management
strategy to improve how our information, experience
and know-how is collated, organised and presented for
easy and timely access and then leveraged to add value
for our clients.

Forging strong partnerships has also been one of the key pillars of our long term training and retention strategy. For
example, we have established strong links with Nottingham University, Nottingham Trent University, Nottingham
Business School and Nottingham Law School to help develop mentoring programmes and shape our legal training.
In January we launched a mentoring scheme for students studying for their law degree in partnership with
Manchester Metropolitan University (MMU). The scheme was set up after establishing a shared view on how we could
work together to make a difference to social mobility in the legal profession.
Students applied to be considered for the mentoring programme, with their applications judged against a range of
criteria. The ten successful applicants were matched up with mentors from Browne Jacobson. A key goal in MMU’s
teaching for their LLB students is developing educational confidence by focusing on improving self-belief and self-
confidence. Both organisations hope that the mentoring process will enhance this, and help the students identify,
reflect upon, and build confidence in their overall skills development. The scheme has been extremely well regarded
by mentees and mentors alike and will be run again next year – with more mentor volunteers from
Browne Jacobson.
Partner Nichola Evans launching the mentoring scheme with Manchester Metropolitan University
“Getting it right ensures we have people who
not only have the skills we need but also share
our culture, vision, reputation and business
values. This, in turn, leads to increased levels
of engagement, higher rates of retention and
greater productivity.”
Lynne Farrage
HR Director
+44 (0)115 976 6227
lynne.farrage@brownejacobson.com

associate promotions11
4.6%headcount growth
5 partner promotions
8new lateral partners/senior managers
109partners
lawyers
823people
442
our people...at a glance

Trainee juice-a-thon - Nottingham
what our people think...
It has been a supportive environment from the day I walked in
the door where the work you do and contribution you make is
recognised by all. I came here to develop myself further in my
finance career and I was keen to work for a much bigger firm.
My ambitions are to qualify as an accountant and the firm’s
commitment to career development means it is the kind of place
where you want to stay for a long time.
Adam Douglas, Junior Analyst,
Finance team
“
”
There has been a marked change in attitude with regards to
flexible working in recent years. It is great to think that, as an
employer, you recognise that people have multiple commitments
and demands on their time that they need to juggle. It is a great
way of maintaining talent.
Hannah Rice, Solicitor,
Insurance team
“
”
Browne Jacobson provides an environment in which people
are encouraged to take ownership of their careers and the
development of their practices. I joined two years ago from a
larger City firm and have really enjoyed being part of a culture
that encourages its people to build and evolve skills across the
full spectrum of legal practice and business development, whilst
also ultimately being supportive of that process.
Nick Sulman, Associate,
Commercial Dispute Resolution team
“
”

page | 16Our year 2015/16 | International growth
International
growth
In 2015/16 we continued to build and invest in established and new relationships, particularly in
North America and France.
That investment saw an increase in work from clients located outside of the UK – generating growth of over 10% on
the previous year.
The Madoff litigation remains the ‘jewel in our crown’ as far as revenue is concerned. We continue to act as the
main advisor (outside of the US) for the US-based Trustee in bankruptcy, and work alongside lead counsel, Baker
Hostetler, with several of our lawyers working periodically in New York as the case enters its fifth year under our
watch.
We have continued to increase the revenue that we earn from other high-profile overseas clients, in particular
working for numerous international luxury retailers on property, commercial, and trade mark litigation matters. We
also acted on a number of significant patent litigation matters for Californian-based Rapiscan (OSI Systems), the
organisation behind most of the security and scanning system technologies used in the worlds’ busiest airports.
It has also been a great year for us in terms of handling significant cross-border transactions, including the $482m
buy-out of Cromwell Tools by a US-listed corporation and the sale of Insure The Box to a Gibraltar-domiciled
company. Our commercial group is also involved in advising the likes of PZ Cussons (a FTSE 250 company) on complex
international distribution networks.
We had five Browne Jacobson representatives at the annual Pangea Net AGM, an international network of like-
minded law firms, which we co-founded in 2009. Our new head of data and privacy, Mark Gleeson, spoke at the
AGM on the new GDPR. 2015/16 also saw our lawyers attend and speak at events in Boston, Brazil, Chicago, France,
Germany, Hong Kong, Japan, Malaysia, Miami, Orlando, Philadelphia, San Diego, Singapore and Washington D.C.

page | 17Our year 2015/16 | International growth
Declan Cushley
Partner, IP
+44 (0)20 7337 1042
declan.cushley@brownejacobson.com
In Spring 2016 we hosted another very successful event at the annual INTA conference in Orlando attended by over
150 delegates as well as attending the 2016 iTechLaw World Conference in Miami. The event also provided us with an
opportunity for partners to undertake joint BD activities in Boston, New York, Chicago, Philadelphia and Washington
D.C.
We have recently hosted our first dedicated financial services conference in Jersey and Guernsey with over 150
delegates. This event involved a close collaboration with Baker Hostetler and Carey Olsen, with lawyers from all the
firms speaking on a joint platform.
In the coming year we will continue with our regular visits to the US and Europe to build on our existing relationships
and forge new ones, supporting further growth and diversification in our international client base.
Financial services conference - Guernsey
Richard Cox
Partner, Corporate
+44 (0)115 976 6135
richard.cox@brownejacobson.com

Sector
specialists
We have continued to develop our understanding of our clients’ markets through out dedicated
sector expertise and teams.
In 2015/16 we continued to build and invest in our well established technology team with particular
growth in London following a strong recruitment drive.
Under the stewardship of partner Anthony Nagle, we continue to advise on highly complex IT projects for major
government organisations such as the Cabinet Office, Crown Prosecution Office, National Audit Office, Foreign
Commonwealth Office, Department of Energy Climate Change, and Debt Management Office as well as large
private sector clients such as Itelligence and the DPD Group.
This year has seen the introduction of a new strategic focus on FinTech, an emergent sector with significant growth
potential. We have already achieved a number of client wins including Chicken Financial, Chip In, SweatCoin and
OnlyPolicy. We have also had significant instructions from Euronext (part of the New York Stock Exchange group NYSE
Euronext) in relation to a new collateral trading platform. With five events scheduled with NewFinance, a global
FinTech professional network, in the coming months, this is only the beginning for this exciting sub-sector.
Our patent litigation practice, headed by partner Mark Daniels, advises some of the UK’s best-known companies.
A highlight this year was representing OSI Systems Inc and its UK subsidiary (Rapiscan Systems Limited) in patent
disputes in the High Court and Intellectual Property Office.
technology
page | 18Our year 2015/16 | Sector specialists
They have a clear understanding of
the underlying technology and how
legal matters relate to it, and are very
helpful too at keeping us up to date
with legislative changes… they really
are top notch.
Chambers Partners 2016
“
”

Mark Gleeson Joe O’Callaghan
Kathleen Fox Murphy
Our recruitment also continued apace. We welcomed patent litigation and patent strategy expert Kathleen Fox
Murphy (Taylor Wessing), data protection and cyber security specialist Mark Gleeson (Squire Patton Boggs) – both
at partner level - and the former senior counsel at Burberry, Joe O’Callaghan, as an associate in the London office
focusing on technology matters with a particular interest in the retail and financial services sectors. Similar to
FinTech, Joe is further developing our strategy for ‘RetailTech’ and has already been advising our retail clients on
tech-related matters. We expect this to continue to be a significant growth sector for the team in the next two
years.
We are able to offer clients end-to-end solutions that span everything from the commercials to advice on the
technology itself, within a sector and with the necessary regulatory advice wrap. We are convinced that this will
make our technology offering more attractive than ever before to our clients and we expect to be reaping the
benefits of this strategy immediately in the year ahead.
Declan Cushley
Partner, IP
+44 (0)20 7337 1042
Anthony Nagle
Partner, IT
+44 (0)20 7871 8501
anthony.nagle@brownejacobson.com
Mark Daniels
Partner, IP
+44 (0)121 237 3993
mark.daniels@brownejacobson.com

Drawing on our deep sector knowledge and understanding, we
advise across the broad range of our clients’ legal requirements
with the empathy, commerciality and collaboration required
to provide cost-effective solutions to a broad range of client
challenges, whether simple or complex, short or long term.
We have seen considerable financial growth in 2015/16,
further developing our domestic and international contentious
and advisory work for financial institutions (including
challenger banks), investors (including corporates), insolvency
practitioners, insurers and individuals. We continued our
international work in our role as principal English and strategic
Commonwealth and European advisors to the Trustee of the
substantively consolidated SIPA Liquidation of Bernard L. Madoff
Investment Securities LLC, and the estate of Bernard L. Madoff.
This led us all the way to the Privy Council in December 2015,
where we helped shape the law on cross-border financial fraud
and insolvency. Over the last 12 months we were also active as
panel speakers at conferences both domestically and abroad,
including international conferences in America, Brazil and
Switzerland.
The firm has continued its ambitious but sustainable investment
in this sector, appointing Nick Pontt as a partner in the financial
services litigation team, and making strong lateral associate
hires including Nick Sulman and John Adams (litigation) and
Catriona Lothian (financial services regulation), among others.
These lawyers join an already impressive line-up led chiefly
by partners Derek Bambury, Dominic Offord, and Jonathan
Newbold.
Together we comprise a team focused on excellent client
service and thought leadership in this field, delivering regular
updates on key developments to online and journal publications
and through sector-focused seminars.
financial services
Jonathan Newbold
Partner, Professional Negligence
+44 (0)115 976 6581
jonathan.newbold@brownejacobson.com
Nick Pontt
Partner, Financial Services
+44 (0)20 7871 8509
nick.pontt@brownejacobson.com
Our financial services group draws together a team of experienced and multi-disciplinary lawyers
who provide contentious and non-contentious advice and support to the sector.
A commercial and thorough approach with a strong eye for
detail and good client handling skills… they fight hard for their
clients in an efficient, well prepared manner.
“
”

Our year 20415/16 | Sector specialists page | 21

regional markets
Mark Aldrich
Partner, Property Litigation
+44 (0)115 976 6129
mark.aldrich@brownejacobson.com
Gavin Cummings
Partner, Corporate
+44 (0)115 976 6157
gavin.cummings@brownejacobson.com
Our specialist and local teams of lawyers are passionate about helping our clients; whether you are
an ambitious start up, high net worth individual, a growing private business, a FTSE 100 company,
a multi-national business, an NHS Trust or a local authority. Our team will work alongside you to
understand your aims and objectives and the challenges you face so that we can consistently deliver
the right results for you and your business.
During 2015/16, our regional markets focused teams grew their
client base substantially. Our corporate team enjoyed considerable
success which culminated in them entering Experian’s top 20
deal advisor table in quarter 1 of 2016 and the team also secured
‘legal team of the year’ and ‘deal of the year’ at the East Midlands
Dealmaker awards. Key highlights included working on deals
involving Cromwell Tools, Insure the Box, in the management team
of Gala Bingo, Source BioScience and Macintosh Retail Group.
Elsewhere, our property, employment, construction, regulatory,
litigation and commercial teams have gone from strength to
strength, working for long established regional businesses such as
North Midland Construction and Eurocell but also winning new work
and establishing themselves as key advisors to the likes of British
Gas and the EE Franchise Association and generating new work from
Trebor Developments and Wm Morrison.
Innovations in client service and product development are high on
the agenda and in the last year we have produced a number of new
products, with more planned for the coming year including a new
asset tracker product which we are aiming to provide to all clients
as part of our standard offering. An Account Executive pilot has
been successfully concluded in Nottingham and we are recruiting a
full time specialist in this area to ensure we continue to deliver the
very highest levels of service to our clients.
We are working closely with the CBI across the East Midlands, West
Midlands and Manchester on a number of initiatives, including
sponsorship of MSB-club activity in all three of these regions. We
also continued with our headline sponsorship of the Nottingham
Post Business Awards, where we sponsor the Company of the Year.
The judging process threw up some fantastic local companies,
all of whom had big plans for the future. We are replicating this
sponsorship with the Birmingham Post, where we are sponsors of
the business entrepreneur of the year award in 2016.

Trainee Solicitor Faye McConnell at our New Year, New Networks event - Birmingham

Highlights from this year
• Assisting Triumph Motorcycles, the UK’s most iconic motorcycle brand, in relation to their sponsorship of
their world land-speed record attempt, and with a very high-profile co-branding and marketing arrangement
described as ‘taking advertising to the next level’. The campaign involved a co-branding arrangement with the
clothing brand Belstaff and a film involving David Beckham, Harvey Keitel and Liv Tyler.
• Continuing to act as exclusive provider of legal services to PZ Cussons Beauty (owner of the St Tropez, Sanctuary
Spa and Charles Worthington brands) including advice on IP infringement, ownership and brand strategy. As
well as a broad spectrum of commercial contracts work for PZ Cussons Beauty, including advising on celebrity
endorsement and brand ambassador agreements with Kate Moss, Charles Worthington, BAFTA, the Brit Awards
and London Fashion Week, Alex Watt also regularly advises their marketing team on consumer competitions,
product claims clearance, and other advertising and marketing issues.
• Supporting Lloyds Bank on a number of matters to tackle instances of UK and non-UK third parties unfairly
exploiting their prestigious brand and iconic black horse trade mark, protecting the group’s customers from any
confusion that could be caused by infringing the group’s intellectual property.
• Acting for Moët Hennessy Champagne Services and Moët Hennessy UK to protect their Veuve Clicquot brand.
Giles Parsons continues to advise on the prosecution of a trade mark infringement and passing off claim against
a clothing manufacturer who used our clients’ brand to promote its own goods. The case is listed for trial in the
Intellectual Property Enterprise Court in October 2016.
• Acting for The London Taxi Company on numerous matters, including on significant collaboration agreements
and brand enforcement work, particularly the ongoing trade mark and passing off litigation against Frazer Nash
Research Ltd. That case concerns the shape of the quintessentially British London taxi and, as far as we are
aware, the trial in November last year was the first since the Trade Marks Act 1994 in which both infringement
and the validity of a 3D trade mark were considered together. The case is currently on appeal to the Court of
Appeal.
• Advising our long-standing client, The National Trust (the iconic British brand and the second biggest landowner
in the UK), on branding matters, including trade mark licensing, domain name cybersquatting, brand
collaboration agreements with large UK brands and advertising compliance issues.
brands
Our well established brands and IP team - which is now one of the largest in the country – continues
to work with clients on their brand strategy, brand portfolios, experiential advertising, brand
enforcement and high end regulatory compliance work.
The team’s extensive legal knowledge is backed by powerful
technical and industry experience… often has the edge
on more established players thanks to its sophisticated
commercial mindset and meticulous approach.
World Trademark Review 2016
“
”

Pangea Net and IP practice group - London
Declan Cushley
Partner, IP
+44 (0)20 7337 1042
We also hosted the first meeting of our international network Pangea Net’s tech and IP practice group (chaired
by our experienced brands litigator Bonita Trimmer). This practice group has a particular focus on brands issues
which impact our increasingly international client base, with the first meeting focusing on issues surrounding the
counterfeiting of luxury brands.
Alex Watt
Partner, IP
+44 (0)20 7337 1008
alex.watt@brownejacobson.com
Bonita Trimmer
Associate, IP
+44 (0)121 296 0675
bonita.trimmer@brownejacobson.com

Caroline Green
Partner, Property
+44 (0)20 7337 1026
caroline.green@brownejacobson.com
Sarah Parkinson
Partner, Property
+44 (0)115 976 6575
sarah.parkinson@brownejacobson.com
retail
Within the retail sector we have national and international reach and reputation. We have a market-
leading luxury practice, boasting some of the world’s leading luxury brands and are known as the ‘go
to’ firm in this area, whether for brands with an existing presence in the UK or new entrants.
We are also renowned for our retail experience outside the luxury sector, acting for an extensive number of
household name retailers such as Paperchase, Joules and Wm. Morrisons. We also continue to attract new brands to
our portfolio. This year our new clients included House of Fraser, Bvlgari, Goyard, and Papa Johns.
Our expertise in the retail sector is recognised by invitations to speak at major retail conferences in the UK and
overseas and we are known for our specialist experience in omni-channel retailing. This strength is reflected in our
fees from the sector, which showed steady growth over the year.
Our highly acclaimed annual brands, advertising and marketing events are designed for those responsible for their
retail promotion and protection. We cover a range of topics including our latest update on Advertising Standards
Authority decisions as well as intellectual property developments. Caroline Green was a panellist at Retail Week’s
first General Counsel Summit on the ‘threats and opportunities of trading in a complex global marketplace’, while
Sarah Parkinson spoke at the Property Managers Association annual conference for leading estates surveyors on the
effects of omni-channel retailing on lease agreements.
We are consistently praised by clients for our high quality service and people. Our retail team is not purely focused
on real estate work like so many of our competitors and we offer a full range of services to our clients including
advertising, marketing, commercial contracts, IP, distribution, franchising, pricing policies, competition law,
corporate MA, equity and debt financing, employment and environmental. We have a dedicated retail portal with
access to free legal resources and regularly provide in house training, secondments and workshops for our clients.

“I have always felt in the safest
of hands with prompt and
considered responses.”

health
2015/16 was another exceptional year for our health team with revenue growth of over 15% across
the sector.
Our claims team saw growth of over 20%, handling cases for both the
NHS LA and the Medical Protection Society. The team has been involved
in a number of high profile trial wins and continues to be ranked
nationally as one of the UK’s leading defendant clinical negligence
teams.
We also saw very healthy revenue growth of over 35% in our
independent health sector team. This has included new instructions for
clients such as Nuffield Health, BUPA, The Priory Group and Raphael
Healthcare. The team continues to provide a uniquely broad range of
work to the sector, ranging from advice on regulatory matters through
to some of the most significant corporate deals within the sector, most
recently winning ‘deal of the year’ at the East Midlands Dealmakers
Awards for their work advising PCT Healthcare on its acquisition of WR
Evans (Chemist) Ltd, which has led to it becoming the third largest
independent pharmacy chain in the UK. The team also won the ‘legal
advisor of the year’ award at the LaingBuisson Independent Healthcare
Awards 2015.
The growth of the team included the recruitment of partner Clare
Auty, formerly in-house counsel at St Andrew’s Healthcare. Alongside
this, Simon Charlton joins the firm’s health and social care team in
Birmingham, his broad legal experience of working with various NHS
bodies, local authorities and the private sector will be a real benefit to
the firm and will be significant in supporting the needs of our health and
social care clients in the West Midlands and nationally.
Our mental health and health advisory teams also saw the recruitment
of new partner, Rebecca Fitzpatrick, into our Manchester office.
Rebecca is ranked in the top tier for mental health law by Chambers
Partners UK, and brings a wealth of experience to this rapidly growing
part of our practice. The team received instructions from an incredible
91 different clients, including mental health trusts, care providers,
local authorities, commissioners and acute hospital trusts.
Rebecca Fitzpatrick
Clare Auty
Simon Charlton

Simon Tait
Partner, Health
+44 (0)115 976 6559
simon.tait@brownejacobson.com
The HealthInvestor roundtable discussion - London
2015/16 also saw us continue to establish a truly national
presence – this has included receiving high profile instructions
in our traditional base in the Midlands, where we are acting for
Nottingham University Hospitals NHS Trust on its merger with
Sherwood Forest Hospitals NHS Foundation Trust, which will
create the largest NHS hospital trust outside London. Our national
footprint is well illustrated by new clients ranging from Central
London Community Healthcare NHS Trust and Hillingdon Hospitals
NHS Trust in the south east, South Devon Torbay CCG, South
West Ambulance Service, Torbay South Devon NHS Foundation
Trust in the south west, through to Rotherham NHS Foundation
Trust and Barnsley Hospitals NHS Foundation Trust.
They are knowledgeable, broad based and have a particular strength
within inquests.
“
”

These developments, along with the subsequent political U-turn, have provoked considerable uncertainty within the
sector and our team has been very busy acting as key strategic advisors to education providers nationally, as well as
winning major new clients such as E-ACT, Reach4 Academy Trust and The Co-operative College.
In February 2016 we were instructed on our 1,000th academy project nationally, confirming the firm as the clear
market leader in advising in this area. In addition, throughout the year we supported clients on a wide range of
important legal and HR advisory matters. As a result the education team have posted their best ever year for
revenue at £5.3m, showing growth of 16% on the last financial year.
education
Since the general election, education has featured prominently in the new Government’s agenda,
firstly in terms of the introduction of extensive new powers of school intervention in the form
of the Education and Adoption Act then, more recently, the white paper ‘Educational Excellence
Everywhere’ grabbed headlines with its proposal for the total academisation of the state school
sector by 2022.
Our education rountable thought leadership event - London
Browne Jacobson LLP’s ‘excellent’ team,
led by the ‘exceptional’ Mark Blois, provides
‘confidence-building advice’.
Legal 500
“
”

Once again the team have been ranked in band one nationally by both Chambers and Legal 500 and, alongside this,
Mark Blois was named as a National Leader of Governance by the NCTL, who cited his extensive experience in the
sector. Strategic partnerships have been maintained with the National Governors’ Association and the National
Association of School Business Management, while we have also now joined with the Freedom Autonomy for
Schools (National Association) as official partners. Additionally, we have continued to work closely with the National
Association of Head Teachers and the Association of School College Leaders, supporting many events and engaging
in joint thought leadership including our fourth annual school leaders survey in the autumn of 2015, with over 1,300
school leaders contributing to this research, and the exceptionally well received guidance document ‘forming or
joining a group of schools: staying in control of your school’s destiny’ which was launched at the House of Commons
in the autumn of 2015.
Mark Blois
Partner, Education
+44 (0)115 976 6087
mark.blois@brownejacobson.com
Partner Nick MacKenzie at our education rountable thought leadership event - London

Against a backdrop of austerity for both local and central government our public sector practice grew
by 10% year on year – this was achieved through an increase in new instructions from our existing
clients and new client wins which, alongside our existing portfolio of over 200 local authorities
and 15 central government bodies, included NPS Wales, the North West Legal Consortium and the
Department for Work and Pensions, amongst others.
The recruitment of Anita Bradley has boosted the public sector team.
Anita joined the administrative, planning and environmental law team
after being head of legal and monitoring officer at a local authority,
where she was also a member of the corporate leadership board.
The team have attended, spoken or exhibited at over 65 seminars,
conferences and exhibitions throughout 2015/16, where they have
been busy updating people on areas including regeneration, state aid
and planning to name a few.
public sector
During the year we have helped Shropshire Council establish a new university, set up Inspire Nottinghamshire and
entered into a co-sourcing arrangement with the legal team at London Borough of Enfield. We also advised the
Homes Communities Agency on two key developments at the Advanced Manufacturing Hub in Birmingham – the
sale of land to German precision cutting tool manufacturer Guhring and a speculative development by Trebor
Developments known as ‘Apollo’.
Looking ahead, there is a very strong pipeline of exciting new work for our teams, not least being the procurement
of a new leisure provider to run Rufford Park, advising Guildford Borough Council on their Slyfield area regeneration
project and Leicestershire County Council on the realisation of a major housing development at Lutterworth.
Anita Bradley
Partner Richard Barlow at our second public sector roundtable discussion on devolution - London

Richard Barlow
Partner, Environmental Administration Law
+44 (0)115 976 6208
richard.barlow@brownejacobson.com
Our second roundtable discussion brought together a diverse and knowledgeable group of stakeholders to identify
the realities of devolution and austerity and to look at practical ways in which the potential challenges could
be overcome, including: accountability, sharing services and finance and funding issues. Based on our research,
experience and discussion at the roundtable, a report was produced which addressed the key questions and themes
in more detail and makes recommendations for local and central decision makers who are involved in devolution.
Our roundtable discussion - ‘Our changing state: the realities of austerity and devolution’ - London
They are an excellent legal firm, very focused on
the customer; they put a lot of effort into knowing
your business and what you do.
“
”

In responding to these challenges we have developed
practical solutions to support clients to navigate through
the complex maze of issues that face the market.
Those solutions include delivering an outsourced policy
wordings service which, in addition to dealing with day-
to-day endorsement referrals, has amended over 700
policy wordings to ensure they are ‘Insurance Act ready’.
We have also provided an innovative pre-risk support
service for financial lines underwriters to help identify
and manage potentially problem risks before they are
underwritten.
Where claims do arise, our deep sector knowledge
and market understanding has led to strategic claims
management models where reduction of overall
indemnity spend is the focus of our activity. This
includes harnessing the power of meaningful
management information to analyse our own
performance, the detailed causes of claims and feeding
that back into the underwriting and claims process
which ensures continuous improvement for our clients
and for us.
Our non-contentious insurance practice – which
includes ex FCA lawyers amongst their number - has
also developed strongly, particularly in relation to
helping our clients ensure the contractual frameworks
and governance around their delegated authority
arrangements are sufficiently robust.
Our long–established public risk insurance and advisory
group has its history steeped in strong and enduring
relationships with its local authority client base. Our
increasing work with government bodies including the
Environment Agency, Natural England and the Risk
Pooling Arrangement for Academies has enabled us to
deepen our footprint in public sector claims.
insurance
Our commercial insurer clients have faced another challenging year as the soft insurance market
continues with no apparent end in sight. The pressures have been increased by the significant impact
and uncertainty generated by the Insurance Act 2015, which came into force on 12 August 2016.
The view from our London office

The public risk teams’ focus this year has been on promoting our specialisms drawing on, in particular, the unrivalled
reputation of our social care practice and our disease and highways law expertise which has seen us working on the
revised Code of Practice. This has enabled us to channel our breadth of knowledge and experience into strategic
advisory and thought leadership initiatives. Our year ended with an acclaimed thought leadership campaign on the
devolution of powers from central to local government, putting us at the heart of discussions with key public and
private sector stakeholders and embedding us as acknowledged experts in our field.
During the year we have also added a significant amount of content on our on-line insurance portal at
www.brownejacobson.com/insurance which includes a useful Insurance Act toolkit, together with a library of other
resources which provide practical guidance on topical issues.
Derek Bambury
Senior Partner
+44 (0)20 7337 1006
derek.bambury@brownejacobson.com
Susan Mabbott
Partner, Insurance
+44 (0)115 976 6193
susan.mabbott@brownejacobson.com
Bridget Tatham
Partner, Insurance
+44 (0)121 237 3916
bridget.tatham@brownejacobson.com
They go out of their way to understand their clients’ issues
to ensure that a true working partnership is developed to the
mutual benefit of the parties involved.
“
”

All our teams recognise the importance of exceptional
client service (ECS) for the firm – we know that many
of our peers also consider client service as a point
of differentiation, which means we have to work
even harder to ensure we really are delivering on our
promises.
Clients now have a greater choice in terms of which law
firm (or legal provider) to work with, putting an even
greater emphasis on us getting our client service right.
Our focus on ECS gathered pace throughout the year -
from a very successful client panel session at our partner
senior manager conference in September 2015, where
we were given some very open and honest feedback
from our clients, to us undertaking net promoter surveys
(NPS) for two groups of clients throughout the year. Our
average NPS across those two groups was 73.6% which
is testament to the importance all of our people put on
understanding our clients’ strategic objectives, their
sector and how we can make their lives easier through
the advice we give.
Our ECS monthly award has been incredibly well
supported again this year, with almost 100 nominations
being received across the firm. Our ECS champions
group met to shortlist nominations for the annual award
from the monthly winners and the whole firm were
given the opportunity to vote at our summer event in
June 2016. We were delighted to see Dipesh Mistry , a
team co-ordinator in our Business Operations team and
Gemma Steele, an associate in our employment team,
being awarded the Iain Patterson annual award for
ECS following that vote. Huge congratulations also to
Terri-Louise Murphy, who won the ‘best client service’
award at the Legal Support Awards in recognition of
the outstanding video engagement service she provides
to our legal teams and, more recently to and for our
clients.
Our year 2015/16 | Exceptional client service page | 36
Exceptional client
service
Delighting our clients and driving our quality agenda continues to form the bedrock of everything that
the firm stands for – it is ingrained in how we do business with and for our clients.
Winning the ‘Best Client Service’ award is a proud moment personally and for our team - as marketing
professionals, finding new ways to enhance client experience is second nature and we truly enjoy
what we do. All our awards demonstrate that ‘exceptional client service’ isn’t just a buzz word on our
website, it really is at the core of everything we do.
Terri-Louise Murphy, Online Engagement Manager,
Browne Jacobson
“
”

“We have seen some fantastic examples of ECS
throughout the firm this year and it is great to see
these achievements recognised externally – be that
through direct feedback from satisfied clients, our
excellent NPS results or the awards we have gained
for client service.”
Jackie Carter
Head of BD Client Care
+ 44 (0)115 908 4879
jackie.carter@brownejacobson.com
Our ongoing strategic review has a heavy emphasis on our clients and we took the opportunity to gather feedback
about what ECS means to over 650 of our people at our summer event. We are taking the key messages from this
into more detailed workshops and client visits over the summer to gain an even better understanding of what our
clients want and need from us – listening to these messages is vital if we are serious about improving how we work –
both with and for our clients.
In the coming year we will be undertaking further net promoter surveys with our clients and repeating our IIC
accreditation. We are also working on a more detailed key account management programme, which we are designing
and refining via workshops with client partners and ultimately, with our clients.
Terri-Louise Murphy won ‘best client service’ award at the Legal Support Awards

Gemma Steele and Dipesh Mistry, the winners of our annual ECS award for exceptional client service
Quick responses from Declan, Tim, Michael Sadler and the team
which make our lives easier as they understand the nature of our
business.
Anna Smyth,
Solicitor, Mace Group
“
” High quality and very responsive, with
leading client service.
James Pilgrim-Morris,
Head of non-marine casualty claims, Hiscox
“
”
I was honoured to be nominated and delighted to receive the
award. In terms of how I deliver ECS, I listen to my client and
then I work out a solution that will help them make their job
easier.
Dipesh Mistry,
Team co-ordinator, Browne Jacobson
“
”
I was thrilled to be nominated and then win the annual award,
particularly when it is dedicated to Iain, a lawyer who truly
embodied ECS. For me, ECS is about going above and beyond for
your clients and constantly challenging expectations.
Gemma Steele,
Associate, Browne Jacobson
“
”
exceptional client service...

Entertaining clients at the regional markets barbeque - Nottingham

We have always been involved in activities which fall within this
definition, but last November the decision was made to review our
current CR contribution and create a more coordinated, synergistic
approach to our activities so we can have an even bigger impact.
Our vision is to be recognised as a leader in the CR field, supporting
our clients, our communities and our people in making a positive
and profitable contribution through our business.
To help us do this we have identified three ‘pillars’:
• supporting our communities – reflecting our charitable
commitments and our ability to make a difference in our local
communities
• being a good global citizen – focusing on environmental
sustainability and our broader social impact
• being a great place to work – making sure our people feel
engaged and included in the workplace, and encouraging others
to join us.
Our ambition is to weave CR into the very fabric of our culture,
making it a key tenet in delivering our strategy.
In the heart of
our community
At Browne Jacobson, ‘corporate responsibility’ (CR) is our commitment to operate in an ethical
manner and contribute in a positive way to society and the environment, whilst maintaining a
financially robust, sustainable business and allowing us to fulfil our responsibilities to our clients and
our people.
Our year 2015/16 | In the heart of our community page | 40

mentoring partnerships
Our Manchester office has been working on a bespoke mentoring scheme with Manchester Metropolitan University’s
Business Law School. Many students who attend MMU come from a socio-economic background where they are the
first in the family to attend university and have no connections at all with the legal profession. Following a really
successful launch event in 2015, we are now mentoring 10 students, who may otherwise have considered that the
profession was not open to them. The scheme is a great success and we recently presented at a breakfast meeting
of Pro-Manchester on our successes and to encourage others to consider getting involved in mentoring.
“A really inspirational presentation today at
the Pro-Manchester event. I know that from the
comments from people at the end of the event, you
have lit a fire about mentoring!”
MMU attendee

greenejacobson
Following last year’s completion of the Environmental Opportunity and Saving
Scheme (ESOS) activity and our carbon footprint reporting (through our
membership of the Legal Sustainability Alliance), we have a solid baseline
against which to measure the progress of the initiatives we are implementing
to reduce the carbon that we currently produce. These reviews also highlighted
some areas where we need to improve the quality of the data we accrue, so
our focus in the next year will be on refining our measurement processes to
ensure we have consistent and accurate information, enabling us to report more
effectively.
Robust policies support the delivery of any implementation of great practice.
We have been busy reviewing our environmental, waste management and
business travel policies to ensure they continue to be fit for purpose in a world
where expectations, both from our own people and those we interact with
externally, are ever more demanding.
We have been re-evaluating the recycling provisions available in each office
and making adjustments where we can to increase the amount reused and
recycled, reducing the amount to landfill. We have also been looking into our
energy usage to find inventive ways to reduce our consumption and increase
efficiencies. For example, all printer settings have been changed to reduce the
amount of paper used.
All in all, it’s been a busy year, but it is only just the beginning of the constant
process of planning, implementing, monitoring and reviewing. We are well
on our way to creating a solid platform for the future and making Browne
Jacobson’s ‘greene’ credentials ones to be proud of.
Our summer event - Belvoir Castle
Our footprint
.....................................................................................................
Total carbon emissions
1,380 tonnes
C0
Tonnes C0 per employee
1.70
tonnes
Largest carbon contribution
purchased
electricity
2
2

All our offices choose their own ‘Charity of the Year’ from
nominations from individuals within that office. Each nomination
has to have a local Browne Jacobson office link, relating to its
people, its clients or its communities. Preference is given to small
charities who we can partner and engage with and understand
their needs so that we can really make a difference. As a result,
there is a real sense of commitment within each office for its
chosen charity. A great example of this is the charity which the
Nottingham office supported during 2015/16 – ‘Let’s talk about
William’.
The charity was set up by Emma King, one of our own people,
and her husband Doug, after the devastating experience of
the stillbirth of their first son, William. The aim of the charity,
established in William’s honour, is to raise awareness of stillbirths
and neo-natal deaths, and provide support to those families going
through the tragic loss of their child.
Nottingham office raised a magnificent £14,350, making a real
difference to a small but incredibly worthwhile charity. Our work
culminated in a small celebration to recognise the achievement of
both the fundraisers and the King family in setting up the charity.
making a difference
“On behalf of the King family, I just wanted to say a massive thank you for your
amazing support over the past 16 months. With your help things have been
changed for future families. We will never be able to take away the pain but
we are providing comfort to those on their darkest days, and we are so proud
of our little boy for helping so many.
Emma King, Solicitor,
Browne Jacobson
”

And the
winner is...
Being shortlisted for and winning awards and accolades is also an important barometer of the
progress we have made as a firm as it enables us to benchmark our achievements against the very
best law firms in the country.
The past 12 months have demonstrated just how much
the firm has accomplished in a relatively short space of
time.
The year could not have got off to a better start when it
was revealed that we had been ranked as a Top 50 law
firm for the first time by two of the UK’s leading legal
publications, The Lawyer and Legal Week. It is important
to remember that we are the first firm to have entered
the Top 50 UK rankings in recent years through organic
growth alone, which makes this achievement all the
more impressive.
This was followed by the firm being named ‘best
managed national firm’ at the 14th Annual MPF Awards.
The award was the culmination of three years of hard
work by all our people in delivering our ‘drive for
quality’ strategy, which is focussed on delivering quality
in three core areas – people, sector knowledge and
client service.
Our year 2015/16 | And the winner is... page | 44
Strong organic growth has helped the firm to break
into the UK Top 50 and develop from a strong regional
player into a truly national firm. The implementation
of the firm’s strategy was structured, comprehensive
and well planned and included heavy investment in
the firm’s professional management team and the
establishment of a Programme Management Office.
“
Judges from the 14th Annual MPF Awards
”

The firm’s sector strength shone through with the publication of Chambers Partners UK and Legal 500. Chambers
UK ranked the firm first or second in 17 key areas which included new or enhanced rankings for our tax, banking
finance, employment and IT sector teams in the Midlands. The firm also maintained its first tier national ranking
for its Court of Protection and education sector work. The latest directory also identified 53 of the firm’s lawyers
as ‘leading individuals’. Legal 500 ranked us first in 28 areas and second in a further 13 areas. Nine of the firm’s
lawyers were rated ‘leading individuals’ in their field, with a further 79 lawyers ‘recommended’. We were also listed
in Managing Intellectual Property’s IP Stars guide and named as one of the world’s leading trade mark experts in the
latest World Trademark Review 100 rankings, in which Declan Cushley and Alex Watt were singled out for praise.
Our sector strength and commitment to exceptional client service was evident when the firm’s corporate finance
team was awarded ‘legal team of the year’ at the East Midlands Dealmakers Awards 2016. The team’s role in
advising PCT Healthcare on its £80m acquisition of WR Evans’ chemists was also applauded when it was awarded
‘deal of the year’.
In addition, our independent healthcare team was presented with the ‘legal advisor of the year’ award at the
LaingBuisson Independent Healthcare Awards 2015 whilst Sally Swift picked up the ‘practice/operations manager
of the year’ at the Eclipse Proclaim Personal Injury Awards and Terri-Louse Murphy scooped the ‘best client service’
accolade at The Legal Support Awards.

Our 2015/16 awards

© Browne Jacobson LLP 2016 – The information contained within this report is and shall remain the property of
Browne Jacobson. This document may not be reproduced without the prior consent of Browne Jacobson.

www.brownejacobson.com
0370 270 6000
Birmingham | Exeter | London | Manchester | Nottingham

Browne Jacobson LLP Annual Review 2015/16

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