For nearly seven years, Gemma O’Brien has been an important member of the Pannone dispute resolution team, having started her career at Morgan Stanley in London, before returning to the North of England, where she trained and qualified as a solicitor at a large Cheshire-based law firm.

The senior associate, who specialises in general commercial litigation disputes, and in particular shareholder and contract disputes, has come a long way since her days working at Aintree racecourse and B&Q. Here she tells us about her career journey from then until now and what made her choose the legal profession.

You joined Pannone in July 2019, what attracted you to the firm?

As soon as I had my first interview, I knew Pannone was the place for me. The feel of the firm, the people who interviewed me and the quality of work and clients really attracted me to the firm. I had two interviews and then was delighted to find out I had the job. Before I started I was invited to go for coffee with some members of the team. They were so friendly and welcoming, it really helped ease my nerves and confirmed that I was right to accept the job.

Your first taste of the working world was in retail and hospitality. Once on the legal path, what route did you go down?

I always wanted to do law and so no other degrees really interested me. There are lots of other routes you can go down now, but back then there weren’t as many.

Unsurprisingly, I went down the traditional route, studying Law with European Law at the University of Nottingham and then completing the Legal Practice Course at the University of Law in Manchester.

I had the opportunity to study abroad whilst doing my degree and so I did an Erasmus year in Valencia (Spain) which converted my degree from Law to Law with European Law. All my lectures, seminars and even my exams were in Spanish. It was brilliant but hard work!

Bien hecho! It sounds like you were very committed to a career in law right from the start. What is the most satisfying aspect of your job?

I enjoy working with different people from all walks of life. I regularly work with clients who I’d never come across other than through this job. I do often have imposter syndrome and wonder how I’m working with such successful clients.

I also love working with the people in my team. Everyone is friendly, supportive and we have great team social events. We get on so well and I have made true friends for life. One is even my bridesmaid later this year!

What does a typical day look like?

My favourite thing about this job is that no day is the same. Every case is different and every client is different. Most days are quite busy; they tend to fly by! A typical day will often involve liaising with multiple clients (both by phone and email), drafting some form of letter, and supervising the more junior members of the team by checking their work. Other days can include attending court, mediations, conferences with counsel and client meetings.

The busiest days are when we have court deadlines, and particularly at the disclosure, witness statement or trial stage. During that time, I tend to focus solely on those cases as they take up most of your day. It can be tiring but it’s extremely rewarding!

As I’ve said, every day is different!

What are your career ambitions?

I would like to continue in this role and work my way up the ladder, gaining as much experience as I can and building up my knowledge and relationships with clients.

I would also like to help younger/more junior people develop their careers in law. It is such a competitive and difficult profession to get into, and can be extremely expensive to fund. I would therefore like to help improve social mobility within the profession and ensure that if you want a career in law, no matter what your background is, you can achieve it.

If you were managing partner for the day, what’s the first thing you would do? 

I would change the working week to four days! I actually think it would make people work a lot harder in those four days if they knew they could have a long three day weekend every week! It would be difficult to imagine in this industry, as court deadlines can fall on any day and I’m not sure clients would be too happy about it!

What would you be doing if you didn’t have a career in law? 

I genuinely can’t imagine doing anything else. When I was younger I did consider going into the police, although I’ve no idea why, I would be rubbish at it!

You’re clearly very passionate about law, but when you’re not working what do you enjoy doing?

I love socialising and travelling – I live for my holidays! I travelled for six months just before I started the LPC and I would highly recommend it to anyone, especially before starting your career. My sister lives in Australia and so I had an amazing trip there last year and also managed to squeeze in New Zealand and Fiji. It was brilliant and we made memories for life.

Pannone Corporate has been appointed by AirX – the luxury private aviation specialist – in a series of new client wins for the Manchester-based law firm.

The team will provide legal support to the fast growth company, which operates one of Europe’s largest private jet fleets, employing over 600 staff. Headquartered in Malta, AirX has operations in London, with AirX Jet Support based at Stanstead Airport.

The firm has also been appointed to the legal panel of Chopstix Group – one of the largest Asian-inspired quick serve restaurants in the UK. Pannone will provide legal support to the in-house legal team at Chopstix, which operates restaurants across the UK and Ireland. In addition, the firm has been appointed to the legal panel for  US-owned global manufacturing business, Quanex. The company operates more than 67 facilities worldwide, specialising in the fenestration, cabinetry, solar, refrigeration and security markets.

Paul Jonson, senior partner at Pannone, said: “While our roots are firmly in Manchester and the North West, our longstanding and durable international network provides us with the reach and expertise to support clients on a global scale.

“Our appointment by three internationally focused businesses is testament to that strength and depth and we’re delighted to be working alongside a raft of standout companies that are making significant strides in their respective fields.”

The new wins strengthen Pannone’s growing client roster, following the firm’s recent appointment by Aviva Studios – home of Factory International – and MIDAS, Manchester’s inward investment agency.

In January, My Life in Law featured Anca Riscu, who joined Pannone on a three-month secondment from Swissport UK&I.

As part of the arrangement, Pannone trainee solicitor, Bronwyn Williams, headed in the opposite direction completing her own three-month secondment at the airport ground services and air cargo handling specialist.

Here, she tells us about the experience and her journey to date as a trainee.

You’ve recently completed a secondment to Swissport UK&I, swapping places with Anca Riscu. Tell us a little bit about that experience.

“During my secondment I was involved in numerous commercial matters and contract negotiations for services being provided at airports across the UK. I was also able to provide post-completion support to the business after the acquisition of ASC Handling Limited by Swissport GB Limited. It was so valuable working alongside the in-house legal team, who had such a wealth of experience, as well as working with other teams in the business. The experience has been so beneficial, and I have learnt so much that I will be able to take forward during the rest of my training contract and beyond.

“What I also took away from the three-month secondment was the importance of really understanding our clients’ businesses – something which I think is key to supporting clients effectively. As lawyers we need to be able to tailor our advice to each client and understand how any potential decision/legal strategy may impact on their business.”

You joined Pannone in March 2023, having been a paralegal in the financial services disputes and investigations team at your previous firm. What has your journey been like to date and what was it about Pannone that made you want to join the firm?

“I’m currently a trainee solicitor, having started my training contract in September 2025. This followed two-and-a-half years as a paralegal in the insolvency team. I am due to qualify as a solicitor in March 2027.

“When it comes to Pannone, after my interview I knew that Pannone would be a great fit for me – it just ticked so many boxes. What differentiates Pannone from other firms is that whilst continuing to grow in the legal market, it has maintained the positive and intimate culture which makes Pannone what it is. I thoroughly enjoy being able to work alongside experienced and approachable solicitors, as well as socialising with colleagues outside of working hours.”

What route did you go down, in terms of training and qualifications, and why did you go down that pathway?

“I went down the traditional route. I graduated from Lancaster University in 2021, after completing my law degree. I then worked as a paralegal for two years before studying the LPC part time (alongside full-time work) for two years.

“At the time, it was the main and most common route. I also always knew I wanted to go to university even though I can see the huge benefits of the alternative routes now available such as apprenticeships.”

What is the most satisfying aspect of your job and what does a typical day look like?

“I think it comes down to enjoying problem solving. It is crucial to be able to understand a client’s position, what their legal issue is and then working with them to help solve that particular issue – that part of the job is really satisfying.

“In terms of a typical day, as a trainee, my day is never the same. It’s great being able to work with different members of the team. At the moment I am in the employment team, so the day may start with a client call advising on a TUPE matter and then preparing a settlement agreement – I love the variety that this career gives you!”

What are your career ambitions?

“In the short term, I would like to complete my training contract and qualify as a solicitor. After that, I want to continue to progress in terms of my technical ability and strengthening client relationships, which will hopefully help in climbing the corporate ladder.”

In a new series, we explore the legal implications of growth. This follows the launch earlier this year of our in-depth report, Ambition 2025, which looks at the drivers for growth of North West businesses – their strategic objectives for the year, the challenges that lie ahead and the opportunities that exist in their quest for success. The report dives into a number of core areas that feature prominently in the growth ambitions of regional businesses. These include finance, people, innovation and sustainability.

In the third of four blogs, we focus on the key topic of innovation, speaking to partner, Sarah Bazaraa, and associate partner, Danielle Amor, about its importance and what businesses need to consider from a legal perspective when scaling up.

The importance of innovation

When it comes to technology and innovation, the North West is rapidly making a name for itself, particularly in Manchester where the digital economy is worth over £5 billion, employs more than 88,000 and is home to over 10,000 businesses. This has resulted in the thriving digital ecosystem being ranked as the UK’s ‘top digital tech city’ and Europe’s fastest-growing tech hubs.

But the impact of technology is not only being felt by those that create it. Its impact is being felt across a multitude of industries and professions. In fact, nearly a quarter of respondents (22%) of the Ambition 2025 survey ranked ‘innovation within their sector’ as one of the top three business priorities in 2025, with 24% of businesses looking at how AI can be adopted across their business – more than a third (38%) of North West businesses said the biggest impact of this was improving efficiencies.

The survey clearly shows the importance of innovation in helping businesses to achieve their growth ambitions.

“The world doesn’t stand still and things change all the time,” explains Sarah. “As such, businesses need to evolve and innovate in order to stay in the race, particularly in highly competitive markets and in an economic environment where business leaders are constantly being kept on their feet.”

The need to adapt and innovate is driven in part by a desire to create efficiencies and achieve more with less, while at the same time pushing boundaries through products and services that break new ground.

But, as a scaling business how do you know when the time in right to embrace innovation?

“Innovation and implementing change is something that businesses need to consider on a regular basis,” says Sarah. “But timing can also hugely depend on what’s happening in the wider world. The Covid pandemic is a prime example. It forced people to stop and reassess their position in the market.”

While that may have been an extreme event, it’s essential that businesses remain agile and adapt to what’s going on around them. However, it has to be for the right reasons, Danielle cautions.

“It’s about striking a balance,” she explains. “You don’t need to reinvent the wheel, just for the sake of it. If someone is doing something really well, take advantage of it. You need to play to your strengths and work out where your business can innovate and make a real impact. If you’re just replicating what other people are doing, but in a slightly different way, there’s a risk it may add significant cost to your business without the benefits.”

Cost clearly plays a big part in innovation, particularly for start-ups.

“Companies at an early stage in their growth journey simply don’t have the budgets to create bespoke solutions, particularly when there is so much out there that you can get off the shelf that will serve your business in the same way,” explains Danielle.

“Innovation can also be daunting to a lot of companies that feel they have to come up with a totally new idea in order to meet the brief,” adds Sarah. “The reality is you can still innovate by adapting what already exists to serve your business, your audience and your sector.”

The ability and open-mindedness to pivot is also a key component of innovation. “There are so many examples of brands that failed to adjust quickly enough to changing market conditions and consumer sentiment,” explains Sarah.

“Timing is everything,” Danielle comments. “Choosing the right time, as well accepting that the world is changing, is crucial.”

Key legal considerations

From an innovation and IP perspective, there are several key legal factors to consider when vying for growth. These include:

• IP ownership – Businesses need to think about where IP ownership sits, especially if you’re working with a third-party consultant, a design agency, or a software engineer who’s not employed by you. “A lot of businesses don’t realise that the IP will sit with that third party, so you need to make sure that your contracts make clear that any kind of content, creations, or inventions that are produced by a third party on your behalf are assigned to you so that you own that IP in the first place,” explains Sarah. “This is particularly important if you intend to seek investment in the future, or you want to sell your business, as prospective investors/buyers will want to see that you own what you say you own.”
• IP registrations – Once you own the IP, you may want to consider securing intellectual property registrations for any key products, designs, or inventions. “Businesses will own unregistered rights in certain innovations,” says Sarah. “But for some of your key lines, depending on what it is, you may want to think about securing a patent, or a registered design right, to add another layer of protection.”
• Confidentiality – By not keeping certain information confidential, you run the risk of losing your IP rights and, for example, your ability to safeguard the innovation in a trade secret or to secure a patent. “It’s also important to consider whether you need non-disclosure agreements, particularly if you’re going to be speaking to third party suppliers, potential investors, or you don’t understand the process of how to put an idea into the world,” explains Danielle. “An NDA makes sure that you’re not giving away your best ideas for somebody else to quickly launch it before you have the opportunity.”
• Data – this is a big consideration if you’re creating new technology that is using personal data. You must ensure this complies with GDPR and that you take appropriate steps to mitigate any risks. “Fines from the Information Commissioner’s Office can be significant and, as we know, data breaches can cause huge reputational damage, with M&S, the Co-op and JLR, three high-profile examples,” says Danielle. “It’s about making sure your systems are secure, your personal data is as secure as it can be, while recognising that the protection of personal data is actually critical in many cases to the entire operation of the business.”

Support and guidance

Given the complexities surrounding innovation, seeking professional and early advice is key. There are also a number of other resources available to guide you through the process, including the Intellectual Property Office. “The IPO has a really good website, with lots of information for early start-ups,” explains Danielle. “The ICO also has lots of information from a data perspective on compliance.”

“Innovate UK is another useful resource for start-ups to tap into and a good starting point for businesses looking to innovate.” Sarah concludes.

If you would like to speak to Sarah or Danielle in more detail about the role innovation plays in your growth strategy, you can contact them on sarah.bazaraa@pannonecorporate.com and danielle.amor@pannonecorporate.com

“One of the key strengths that distinguishes Pannone Corporate is the combination of technical legal expertise with a very practical, commercially-minded approach.”

Hot on the heels of our success in this year’s Legal 500 rankings, Pannone has featured strongly in Chambers and Partners 2026, which has been published this week [16 October].

Individual lawyers and teams have been recognised in the legal rankings, which are published annually and identify the best law firms globally, from multi-nationals to boutiques. The list is based on independent research and analysis of feedback from clients, peers and the wider market.

Highlights from this year’s Chambers 2026 rankings include:

• The Corporate team maintaining their Band One ranking for the fourth successive year
• The IP and Media team maintaining their Band Two ranking
• The Litigation team making it nine years in a row as a Band Three ranked team
• Other Band Three teams, include: Employment, IT, Real Estate Litigation and Real Estate, with eight teams ranked in total
• Individually, Paul Jonson has been ranked as an ‘Eminent Practitioner’ for litigation, with Tom Hall (Corporate) ranked in Band One. In Band Two, Amy Chandler (IT) features, with Tim Hamilton (Corporate), Amy Chandler (IP), Gemma Staples (Real Estate Litigation), Daniel Clarke (Restructuring and Insolvency), David Walton (Health & Safety), David Brown ( Dispute Resolution), Martin Pennington (Dispute Resolution), Fiona Hamor (Employment), Jack Harrington (Employment), Bill Dunkerley (Regulatory) and Gareth Birch (Real Estate) also ranked
• In total, Pannone has 15 individually ranked lawyers, with Sarah Bazaraa (IP) ranked as ‘Up and Coming’ and Callum Halley featured as an ‘Associate to Watch’.

So, what do our clients say about us?

Corporate: “One of the key strengths that distinguishes Pannone Corporate is the combination of technical legal expertise with a very practical, commercially-minded approach.”

IP: “Pannone starts and ends with the commercial objectives of the client at heart. All Pannone’s work is centred around this and this is where Pannone really stands out from the crowd.”

Employment: “They stand out for their exceptional responsiveness, practical advice and deep understanding of employment law from an employer’s perspective. They provide tailored, solution-focused support.”

Litigation: “The litigation team at Pannone is knowledgeable, approachable, and want to work with you to provide the best outcome for your business.”

IT: “The lawyers translate business needs and concerns into legal wording that is unambiguous, easy to understand from a non-legal perspective while providing full coverage for our business.”

Real Estate Litigation: “Pannone’s real estate litigation team stands out for commercial awareness, responsiveness and clarity of advice.”

Real Estate: “Pannone has the right balance between legal technical skill and commerciality, which enables them to give us straight answers that cut to the core of an issue.”

Health & Safety: “They have a personal touch, they are approachable and they care genuinely about the people they represent.”

Commenting on this year’s results, senior partner Paul Jonson said: “What makes this and the Legal 500 rankings so special is the strong client feedback on which both of these rankings are based.

“Excellence in client service sits at the core of what we do. By delivering a personal, collaborative and commercially-minded service, we can help our clients overcome the challenges they face and reach their goals. In turn, that deep understanding and individualised approach allows us to build longstanding relationships that are driven by a group of highly talented people.”

Chambers produces annual global rankings of teams and individuals according to their area of specialism. They take into account: client service; technical legal ability; depth of team; commercial vision and business understanding; diligence and value for money.

It’s fair to say that Marlie Collette is a seasoned traveller. Having just returned from safari in South Africa, Zimbabwe and Botswana, she is now making her name in Pannone’s corporate team after relocating from Canada earlier this year.

We caught up with the recent recruit to find out more about her career journey so far and what brought her to Pannone.

Tell us about your life in law

Before joining the firm earlier this year, I practiced in Vancouver, Canada. I started my career at a large international law firm called Blake, Cassels & Graydon LLP where I focused on securities law, working on cross-border M&A and capital markets transactions. From there, I joined The Jim Pattison Group – Canada’s largest privately owned company – as Associate General Counsel, supporting a range of corporate and commercial matters across multiple industries. The mix of private practice and in-house experience gave me a practical, business-focused approach to law that I’ve carried with me ever since.

What route did you go down, in terms of training and qualifications?

In Canada, the path to qualification is a bit different from the UK. You typically complete four years of undergraduate study before starting law school, which is another three years. I studied at the Peter A. Allard School of Law in Vancouver, Canada. During law school, I completed summer articles at Blake, Cassels & Graydon LLP, followed by a year of articling at the same firm after graduation. I was called to the bar in British Columbia in 2022.

I’m also preparing to study for the Solicitors Qualifying Exam (SQE) with the goal of becoming dual-qualified in the UK.

What drew you to Pannone?

Pannone offers high-quality, complex corporate work in a genuinely collaborative and supportive environment. From the very first interview, it was clear that the firm values its people – both clients and colleagues – and fosters a culture where you’re encouraged to grow, contribute and ask questions. Working alongside experienced, approachable lawyers, who are generous with their time and knowledge, made it an easy choice. For me, enjoying the people you work with is just as important as the work itself.

What is the most satisfying aspect of your job?

It has to be providing meaningful legal advice that goes beyond the technical details – helping to make the client’s life easier and their transactions more efficient. I find real value in cutting through complexity to deliver practical solutions. No two deals are the same, so I’m constantly learning and challenging myself. But the most rewarding part of all is being involved in a deal from start to finish and seeing everything come together.

What does a typical day look like?

Each day brings something different, which is one of the things I enjoy the most about the job. Most days involve a mix of drafting and reviewing documents, negotiating deal terms, and advising clients – whether it’s on a share purchase agreement, investment documents, or corporate governance matters. I’ll usually have a few internal catch-ups with colleagues, whether to talk through a transaction or bounce around ideas. Depending on the stage of a deal, my day might also include liaising with other advisors, preparing for completion, or jumping into due diligence on a new matter. It’s a good mix of focused work and collaboration, which keeps things interesting.

What are your career ambitions?

My goal is to keep growing – not just in legal expertise, but also in confidence, leadership and commercial thinking. I’m working toward becoming dual-qualified in the UK and, ultimately, I want to lead complex transactions and be a trusted advisor to clients. I’m also focused on building a strong professional network here in the UK, which I see as key to a successful practice. I really value the team dynamic too, so contributing to a positive culture and supporting junior lawyers is something I hope becomes a bigger part of my role as I progress.

What would you be doing if you didn’t have a career in law? 

If I hadn’t gone into law, I think I’d be drawn to psychology or something in the mental health space. I’m genuinely interested in how people think and why we do what we do. Helping others understand themselves better or navigate difficult situations feels like meaningful work – something that’s always appealed to me. I guess that interest still influences how I listen and problem-solve as a lawyer today.

What can the legal profession do to better support clients and needs to change in the sector?

Beyond providing sound legal advice, I think lawyers can make a real difference by being more proactive in understanding the client’s broader business and goals – not just the immediate legal issue. This deeper insight helps tailor solutions that truly fit the client’s needs.

In terms of change, I’d like to see the profession continue to embrace flexibility and technology to enhance responsiveness and accessibility. The legal world can sometimes feel slow or overly formal, but clients today expect timely, efficient service that aligns with their pace and priorities.

On a light note, if you were managing partner for the day, what’s the first thing you would do? 

I’d book a firm-wide coffee break – everyone, all offices, all teams. No agenda, just a chance to connect. The best ideas (and the best working relationships) often come from informal conversations, and I think creating space for that – especially in a busy, transactional environment – pays off in ways that go beyond billables.

It’s been a year since Emma Haymes joined the ranks at Pannone Corporate as a senior associate.

Having worked inhouse at FTSE 100 company, Vodafone Group plc, for almost seven years, she brought another perspective to the commercial dispute resolution team. Like many, she took the traditional route into law. After studying law at Newcastle University and completing her LPC and training contract, she qualified with Eversheds Sutherland. However, her career journey could have been very different.

“It was a toss-up for me, between something creative like an art foundation course, or something academic,” explains Emma. “I decided I wanted the mental challenge and that law was going to provide that. I just made sure I painted in my spare time, and still do!”

While Emma is carving a successful career in law, choosing to relocate back to the North and return to private practice, her love of art has never wavered. “If I wasn’t practising law, I’d most likely be painting across different countries, living the life of a nomadic artist,” admits Emma. In fact, her love of art goes beyond canvas, with Emma forging a successful ‘sideline’ as a jewellery maker, with her creations being worn by Kylie Minogue!

Combining the two allows her to satisfy her creative streak, while also having a wider impact on the successes of businesses through her litigation work.

Variety is clearly key for Emma, but what does a typical day look like Pannone?

“Planning a list of things to tackle, that changes completely as the day unfolds,” jokes Emma. “Seriously, there is always a list of work varying in complexity, length and subject matter. I will usually try and get stuck into the larger tasks straight away which might be client advice, letters to opponents or instructions to counsel.  There is usually some client contact in there too, a meeting or a call. That is the part I enjoy the most. I am also involved in the Pannone x IHL initiative, which is aimed at strengthening our relationships with our inhouse lawyer community, given my background, helping to cultivate a network of support, legal updates and conferences to in-house lawyers.”

Emma’s career ambitions are uncomplicated – she wants to work hard, be really good at what she does, trusted and to build great client relationships. “I trust that progression will naturally follow and I hope it leads me to partnership one day,” she says.

Her own ambition is similarly reflected in the ambitions she has for the profession.

“In order for the legal profession to better support clients, it’s essential that we know our audience really, really, well,” she says. “It’s all about understanding our clients both personally and professionally. What do they need (professional), how quickly do they need it (professional) and in what manner should it be delivered (personal).”

With that attitude and approach, combined with her artistic flair, Emma has certainly made her mark in the first 12 months at Pannone.

Pannone Corporate has been appointed by Aviva Studios – home of Factory International – in a raft of new client wins for the Manchester-based law firm.

The team will provide legal support to the ‘landmark’ cultural venue, which was built on the former site of Granada Studios, opening in June 2023.

The firm has also been appointed to the legal panel of MIDAS – Manchester’s inward investment agency – together with two highly-regarded industrial businesses. Pannone will support the in-house legal team at the family-owned global metals and mineral inspection and analysis firm Alfred H Knight, together with the Midlands based industrial equipment supplier, Crestchic.

Paul Jonson, senior partner at Pannone, said: “As a Manchester based firm with longstanding roots in the city, we’re delighted to be working alongside two important and influential regional brands in Aviva Studios and MIDAS – each making a significant mark on the city’s cultural and economic landscape.

“As a firm, we’ve built real strength and depth in both our team and sector expertise. Our appointment by industrial specialists Alfred H Knight and Crestchic demonstrates our versatility as a firm and to be aligned with key industry players is another significant step forward in our growth journey.”

The client wins come on the back of a trio of partner promotions earlier this year. In April, Sarah Bazaraa was promoted to partner in the firm’s dispute resolution team and will head up the IP litigation and media team. Alongside Sarah, Michael McNally was made partner in Pannone’s employment team. Michael and Sarah were joined by Gareth Birch, who was promoted to partner in the firm’s real estate team.

In the first in a series of new blogs, we explore the legal implications of growth. This follows the launch earlier this year of our in-depth report, Ambition 2025 [link], which looked at the drivers for growth of North West businesses – their strategic objectives for the year, the challenges that lie ahead and the opportunities that exist in their quest for success. The report dived into a number of core areas that feature prominently in the growth ambitions of regional businesses. This includes finance, people, innovation and sustainability.

We kick off the first of four blogs by focusing on the key topic of sustainability, speaking to associate partner, Bill Dunkerley, about its importance and what businesses need to consider from a legal perspective when scaling up.

The importance of sustainability

The topic of sustainability has raced up the business agenda in recent years, as global economies introduce stricter regulations and place greater emphasis on climate change, sustainability and the environment.

“Sustainability is definitely the word of the moment,” explains Bill. “While it means different things to different people, there’s no doubt that it’s a critical concept.”

Unlike many other business concepts that emerge along the growth journey, Bill insists that sustainability is a day one job, if not before. “It’s not a one-off activity or mindset,” Bill explains. “It’s something that businesses should be considering before the company is even up and running. After launch, it then becomes a continual process of reflecting on what you’re doing and constantly asking, ‘can we do things better?’.”

Key legal considerations

By its definition, the word sustainable means ‘maintaining a certain rate or level’. In order to do this, Bill says it’s essential for businesses to understand the changes being implemented by the government, whether that’s around net zero, greenwashing, or the transition to electric cars. “It’s all about horizon scanning and seeing what’s coming down the line, before positioning your business in anticipation of those changes, rather than being behind the curve.

“For example, while there are still questions around the move towards electric vehicles, the direction of travel is very clear. As such, businesses that operate fleets need to start thinking now about that transition, because there will be a capital and investment cost attached to that change. It’s impossible to simply do it the day before diesel engines are banned. You need to be looking ahead and factoring these changes into your business plans to best position yourself for the future.”

Compliance with evolving and emerging legislation is also a vital consideration for businesses when it comes to the issue of sustainability.

“Compliance is of critical importance,” explains Bill. “It’s hugely important to have a mechanism in place that enables you to monitor what is coming down the line and understand what legislation already exists, such as the Environment Act. This is a fundamental piece of legislation, which includes many provisions that will have a real impact on businesses, including the plastic packaging tax.”

When you take sustainability back to its true meaning, another area of consideration is around people. “The sustainability of your workforce is crucial when it comes to growth,” explains Bill. “This will differ from sector to sector, business to business, depending on what the nature of the work is. But the issue around mental wellbeing will only gain momentum, with the Health and Safety Executive (HSE) trying to raise awareness and educate businesses around mental health in the workplace.”

To date, the HSE hasn’t pursued, investigated or prosecuted any business for offences relating to mental health-related injuries in the workplace. However, Bill believes that once the education phase is complete, enforcement will follow. “Yes, you want to keep your workforce happy and motivated,” says Bill. “But, equally, on the regulatory front there is going to be an increasing focus on mental health, what employers are doing to protect their workforce, and how they are guarding against mental health injuries.” 

Support and guidance

When it comes to support and advice, where can businesses go if they want to discuss the issue of sustainability, in support of their growth ambitions?

“There’s a lot of information out there,” admits Bill. “Businesses need to be mindful of that and ensure any information, website, or company is verified.

“Any government website, or certain government departments, are probably the best places to start, as they will lay out what official plans are place in a given area.”

The other meaningful approach is internal listening, insist Bill. “Employee consultations are a powerful tool,” he explains. “By simply asking questions, such as ‘what can we do that’s more sustainable’, you can gain useful insight on more practical areas of sustainability, such as waste management and office-based environmental initiatives.”

If you would like to speak to Bill in more detail about the role sustainability plays in your growth strategy, contact him on bill.dunkerley@pannonecorporate.com or call 0)7920 237681

Manchester law firm Pannone Corporate has promoted three lawyers to partner, as it secures its position on two long-standing legal panels.

Sarah Bazaraa has been promoted to partner in the firm’s dispute resolution team and will head up the IP litigation and media team. The firm holds the sole Legal 500 Tier One ranked IP team in Manchester, alongside a Legal 500 Tier One ranking for media work. Sarah joined Pannone in 2009 as a trainee solicitor and has risen through the ranks, being recognised by Legal 500 as a “rising star” and “one to watch” for several years.

Alongside Sarah, Michael McNally has been made partner in Pannone’s employment team. Michael, who has particular experience working with businesses in the care, manufacturing, transport and logistics, retail, leisure and hospitality sectors, joined Pannone in 2021 and has quickly made his mark at the firm.

Michael and Sarah are joined by Gareth Birch, who has been promoted to partner in the firm’s real estate team. Gareth has built up a strong reputation in the property market since he joined Pannone nearly a decade ago, being listed as ‘Up and Coming’ by Chambers & Partners for three years, before being ranked last year when the real estate team received its first ranking in Band Three. Specialising in advising clients in the retail and wholesale sector, he also works alongside a number of investor and developer clients.

Paul Jonson, senior partner at Pannone, commented: “The promotion of Sarah, Michael and Gareth to partner is richly deserved, with each demonstrating great commitment, technical excellence and passion in their respective roles.

“As a firm, we pride ourselves on taking a partner-led approach, delivering a personal, collaborative and client focussed service with the support of a group of highly talented people. We’re confident that Sarah, Michael and Gareth will continue to lead from the front and help to strengthen our proposition, not just in dispute resolution, employment and real estate, but across the firm.”

The trio of partner promotions follows Pannone’s reappointment to two long-standing legal panels. The firm has been appointed by SSP Group for a further three years. Pannone has provided employment law services to the leading operator of food and beverage outlets for the last 15 years.

In addition, Pannone has been reappointed to the legal panel for Manchester-based NG Bailey – an independent engineering and services business. Pannone have supported NG Bailey for almost 10 years.

Jonson added: “By building longstanding relationships with clients, we’re able to gain a deep understanding of the challenges and opportunities they face. It’s testament to the team’s commitment to that approach that we’ve been reappointed by two such highly regarded businesses and we’re delighted to be supporting SSP and NG Bailey as they continue on their exciting growth journeys.”

Manchester law firm, Pannone, was awarded the Regional Firm of the Year at last night’s Chambers UK Awards.

Flying the flag for the North West, these awards honour the finest legal teams in the UK. They are based on the rigorous research of client feedback that has been conducted for the 2025 Chambers UK Guide.

Chambers receives tens of thousands of submissions each year and has launched these awards to recognise outstanding legal work and excellence in client service delivery.

Commenting on the win, Pannone senior partner Paul Jonson, said: “This is a significant achievement for the firm and everyone in our team. It means so much because it has been determined by client feedback, and we pride ourselves on our commitment to client service and helping them and their organisations to succeed. It was also fantastic to be representing the North West amongst the best of the UK’s legal industry and we’re proud to bring an award back to the region.”

Pannone was shortlisted as one of six finalists with the winners announced at an event at Landing Forty Two at the Cheesegrater building in London on Thursday 13^th February.

The Financial Times once stated that the North West economy, led by the redevelopment of Manchester and Liverpool, is a genuine rival to ‘overheated London’. It’s a sentiment that’s hard to argue with.

Each distinct, but interconnecting sub region within the North West’s boundaries is brimming with industry – some traditional, some emerging to become sector leading. Whether it’s pharmaceutical, technology, automotive, retail, manufacturing, aerospace, utilities, chemical engineering, nuclear, or food manufacturing – not to mention the rich heritage in sport and culture, which contributes significantly to the regional economy – there is an abundance of talent and intent, combined with a strong identity and desire to put the North West on the global map.

While its chronically ‘wet and grey’ tag is well-known, the climate in the North West has never set the tone when it comes to the spirit and endeavour of the regional business community. “The business community remains close-knit, plain-speaking and has the energy and desire to make things happen, rather than waiting for others to do it for us,” explains Tom Hall, corporate partner at Pannone. “I don’t see that changing.”

In every corner of the North West there’s a fascinating story to tell about the businesses that contribute significantly to the wider UK economy; there are inspiring business leaders who are making their mark, not just on the region, but nationally and internationally; and there is a working population striving for change and good – all proud of the region, what is means and what it does.

It was these drivers that inspired our report Ambition 2025. We wanted to listen to those voices – hear their stories about growth and ambition, while understand the key motivations that will bring success over the course of the next 12 months. Through a combination of research and in-depth interviews, our aim was to paint a picture of the people and businesses that make up the North West business community and what aspirations they have for the future.

Survey highlights

As part of Ambition 2025, we conducted a survey of 200 North West businesses to understand the key drivers of growth. The research focused on five core areas: people, finance, impact, innovation and ambition. The results shine a spotlight on the motivations, priorities, and challenges for regional businesses, as they strive towards their goals in 2025. So, what does the survey tell us?

Legacy the ultimate ambition: Over 75% of respondents have selected at least one legacy building factor as their ultimate business objective. This compares to just 62% who selected at least one financial motivation.

External investment as a priority: Attracting external investment is the most important goal for businesses aiming to achieve their ambitions, surpassing even brand-building. This focus is especially strong among younger decision-makers (16-34 years old), where 56% identify external investment as key to their strategy.

Half of those aiming to sell their business to fund retirement also prioritise external investment as essential to achieving this goal.

Flexible work: The top people priority for businesses over the next 12 months is offering more flexible work options for employees. This focus on flexibility tops other people-related factors such as improving pay and recruitment. Arguably, it reflects a broader trend toward workplace cultural transformation.

Business leaders aged 45-54, however, prioritise investing in wellbeing and improving pay and rewards. This potentially highlights that people in these age groups are slightly more focused on more traditional, office-based perks compared to younger business leaders?

The role of AI: No businesses surveyed doubt AI’s potential impact, with the majority viewing it as a tool for enhancing efficiency and reducing administrative burden. This trend is particularly strong in HR and non-tech sectors, where AI is seen as a means to streamline operations.

In finance and retail sectors, AI is seen as an enabler for recruitment, training, and development.

Growing demand for funding: More than 80% of businesses in the North West, particularly in education (93%) and hospitality (92%), are actively seeking funding over the next 12 months. Angel investment and growth capital are the most favoured types of funding (21% each). Private Equity and Venture Capital are less attractive options (less than 6%).

M&A on the rise: M&A activity is a significant focus, with over three-quarters of businesses in the North West planning to explore opportunities within the next year. This trend is particularly prevalent in leisure (88%), with tech following closely behind (84%). Younger decision-makers appear less enthusiastic about M&A, with an even split between those who are considering it and those who are not.

Sustainability initiatives: Sustainability is on the radar of all businesses surveyed. The most common sustainability initiative is upgrading fleets to cleaner, greener options, reflecting a growing awareness of environmental impact across industries.

Generational differences: Throughout the survey, some clear generational differences emerged in terms of priorities and strategies. In particular, younger business leaders (16-34) are more focused on external investment, flexible working conditions, and growth, while those over 45 tend to prioritise wellbeing, pay improvements, and legacy creation.

Younger people are also more likely to prioritise external investment for meeting ambitions and be less likely to feel their business will embark on M&A in the next 12 months.

To complement our survey findings, we also interviewed 15 businesses based in the North West about what aspirations they have for the future, focusing on the same five core areas. Participants included: The Lowry, Direct Access Group, Serotonin, Duo UK, LOFT UK and One + All – businesses that are all passionate and driven by people who have a crystal vision, a real sense of purpose, and a desire to enact change – whether on a local, regional, national, or international scale.

What this insight has shown us is that the North West has a strong heritage of ambitious, entrepreneurial companies that are intent on growth. Despite the economic, social and geo-political challenges that exist in the market, there is clearly an appetite to seize opportunities and navigate the obstacles and barriers that lie ahead.

It’s certainly the attitude, approach and sense of identity that differentiates the North West and its component parts from other areas of the UK. It’s this personality that drives ambition and a core feature of our report.

“I came to the conclusion that the inhabitants here are of a different spirit which makes them want to enjoy life a little more.” Johann George Büsch, 1777

To read the Ambition 2025 report in more detail click here https://pannonecorporate.com/reports/

2024 was another successful year for the firm, marked by further investment in our team, as we welcomed 14 new people across all practice areas, as well as a new head of finance in Sarah-Jane Roper.

Once again, we excelled in the annual Legal 500 legal review of the year. In total, 17 lawyers featured in Legal 500 UK commentary for their excellent contribution to their respective practices, with practice areas also continuing to rank highly amongst those within the profession. What’s more, we have been nominated by Chambers and Partners for Regional Law Firm of the Year. This is based on client feedback gained during the Chambers research and interviewing process, so real testament to the relationships we have with you, our clients.

2024 also marked the year that we created our first in-depth report on the regional business community – Ambition 2025. The research – combined with a survey of 200 North West businesses – focuses on five core areas: people, finance, impact, innovation and ambition. The results shine a spotlight on the motivations, priorities, and challenges for regional businesses, as they strive towards their goals in 2025.

It features interviews, opinions, data and insight – a piece of work that we’re extremely proud of. Watch this space for more news on the launch of the report.

It was also a standout year across all areas of the firm. Highlights include:

• Firm wide our team was re-appointed to the NG Bailey legal panel among other appointments.
• Our Corporate team won Corporate Team of the Year at the Manchester Legal Awards. This award follows a number of standout deals for the team, including advising Mercia and Smedvig on the investment into CultureAI, as well as advising new client Alfred H Knight Limited on the acquisition of Grinding Solutions.
• Our Commercial team advised on a number of important and innovative AI projects, including a key long-term AI development agreement between a global recruitment client and a leading Nasdaq listed AI firm.
• Our Dispute Resolution team was bolstered by a number of new joiners including Emma Haymes from the inhouse litigation team at Vodafone, Jessica Boswell from JMW and Burak Demir who joined from Stone King. The team had a busy year and advised on a number of significant disputes across a variety of sectors including retail, telecoms and technology.
• Our employment team launched a toolkit to help employers comply with the new duty to prevent sexual harassment in their workplace. In addition, the team saw a significant increase in investigation work over the past 12 months, while also winning a place on the panel for employment law work for Wythenshawe Community Housing Group.
• Our IP and Media team secured a top tier ranking in Legal 500 for Intellectual Property – the only firm in the North West to achieve that ranking. This follows the launch of RESTORE, a crisis and reputation management offering to clients, in conjunction with crisis management expert Cheryl Chung.
• Our Real Estate team completed a large strategic acquisition for a funder, in relation to a development site in Warrington that will involve a 10-15 year masterplan to include housing and sporting facilities. The development will play a key role in the growth of the town’s economy for a significant period of time.
• Our Real Estate Litigation team acted for BP Leisure Limited in connection with its renewal of the iconic Britons’ Protection public house in Manchester, which was hotly contested by Punch Partnerships (PTL) Limited, a Heineken subsidiary. They concluded a settlement in August which has enabled both parties to secure the future of the pub.
• Our insolvency and restructuring team welcomed Associate Partner, Helen Fyles, to the team. They were also delighted to assist with the rescue of Mona Island Dairy out of administration.
• Our Regulatory team represented an individual in connection with the joint police/ HSE investigation arising from the O2 Brixton Academy fatalities in December 2022.
• Our Debt team was shortlisted for Legal Services Provider of the Year at British Credit Awards 2025, while maintaining their Legal 500 ranking.
• Our Contentious Trusts and Probate team was delighted to retain their top tier ranking in both Chambers & Partners and The Legal 500.

Thank you to all of our clients for your continued support over the last 12 months. Here’s to a successful and prosperous 2025.

Six months after joining the firm, Sophie Adshead talks about her role as an Associate in the firm’s corporate team and the satisfaction of supporting businesses as they grow through the life stages of a company.

Tell us a bit about your role at Pannone

I work in the corporate team as an Associate. The team deals with M&A, venture capital and also private equity transaction and I am involved in working in all of these areas. We have a large team, and I regularly work with each of the partners on a variety of transactions which has provided me with great exposure. Our clients range from institutional investors to SMEs and global organisations.

Why did you join Pannone?

As soon as I attended my first interview at Pannone I had a gut feeling that it was exactly the type of firm that I was looking to work at and that has proven to be entirely correct. The firm allows me to work on excellent quality transactions in a collaborative and supportive working environment. I am constantly learning and facing new challenges on each of the transactions that I work on. The firm is part of the international PLG network and we therefore advise on many transactions which have a cross border element. We have great relationships with the other PLG member firms and this allows us provide seamless advice to clients across all jurisdictions.

What route did you go down, in terms of training and qualifications?

I went down the traditional route, having studied law at the University of Manchester and then completing the Legal Practice Course at the University of Law in Manchester. The University of Manchester was a brilliant institution to learn, and I thoroughly enjoyed studying for my degree. However, there are various options available for aspiring solicitors today; I would probably have considered all avenues if they’d been available at the time.

What is the most satisfying aspect of your job?

I most enjoy working with our clients to learn about their businesses, in particular what drives their business and goals, what obstacles they face in their particular industry or sector and to be able to advise them at each business life stage. We build relationships with our clients by working with them through, what can be,  intense periods by helping to limit the stress and complexity of the relevant transaction process as far as possible.

It’s amazing to be able to assist throughout the life stages of a company – for example, we are able to act on a VC investment into a start-up company, act on subsequent follow on rounds and then advise the investor on their subsequent exit. Likewise, we are able to prepare the constitutional / governance documents for an early stage company, act on its potential acquisition(s) of other companies and then advise the sellers on the eventual sale. It is fantastic to see the way that the businesses grow over the years and be able to help investors and business owners along the way.

The work is always intellectually satisfying which I would say is the other best part of the job!

What does a typical day look like?

The days can vary largely depending on the nature of the transactions which I am dealing with at any particular time and the stages that they are at. An example of a typical day could involve spending part of the day reviewing a term sheet on an M&A transaction and discussing this with our clients, reviewing and negotiating investment documents on a venture capital investment, and later joining all parties calls or meetings on a transaction. I also get involved in attending various networking events, mainly in Manchester, and sometimes training events. By way of example, I recently helped hold a workshop at our annual in-house lawyers seminar.

What are your career ambitions?

Over time I hope to be able to move up through the ranks in the firm and to contribute as far as possible to us being able to work on the excellent quality work which we currently undertake. I am also hoping to be able to study for the corporate finance qualification as I think this would be of great benefit to our clients.

What would you be doing if you didn’t have a career in law? 

I studied economics at A-level and considered opting for either an economics degree or the philosophy, politics and economics degree – so perhaps something related to that area!

In our final blog in the series to celebrate our 10 year anniversary, we speak to Sarah Bazaraa. She joined Pannone LLP back in 2009 as a trainee solicitor and qualified to become part of the firm’s dispute resolution team, before rising through the ranks to Associate Partner in 2021.

“I think it says a lot about Pannone that there are so many ‘lifers’ who have been with the firm throughout our legal careers,” says Sarah.

We asked her a number of questions to find out what life has been like at Pannone over the last decade since the firm completed an MBO in 2014.

What made you want to join Pannone?

I did a vacation placement with the firm (too) many years ago when I was in my second year of university and was impressed by the quality of the work I experienced. I also found that there was a genuinely friendly and supportive atmosphere. I didn’t have to think twice when I was offered a training contract, and I jumped at the chance to be part of the firm post MBO.

How has that changed in the last decade?

The firm has gone from strength to strength in the last decade. We have longstanding relationships with clients we have worked with over the last 10 years, and continue to attract new and exciting businesses. We have also grown as a firm and attracted some really talented lawyers and support staff who have really embraced the culture of Pannone.

What was your first impression of the firm and the team on your first day?

I remember thinking that there was something special about the place. I still feel that all these years later.

What’s the best thing about working at Pannone?

I definitely think it is the people who make the firm. I am very lucky that over the years I have worked with exceptional and technically brilliant lawyers – many of whom have become some of my closest friends too.

What’s your favourite memory of working at Pannone?

I am not sure I can pick one! There are a few significant cases which I am proud to have worked on. When you live and breathe a case for a number of years and work as part of a client, barrister and Pannone team to secure a great outcome that is very rewarding. Also, the firm parties are always really good fun!

What’s the achievement you’re most proud of while working at the firm?

I am proud to have been part of the team that moved across as part of the MBO and to have contributed to making the firm what it is today.

Where do you see the North West business community 10 years from now?

There feels a real energy and innovation about the North West. There’s construction work everywhere you look, and the creative and technology sectors seem to be thriving. It has been amazing over the last year to see the streets of the Northern Quarter be transformed into Chanel’s runway, and organisations like Aviva Studios (Factory International) bringing something original to the arts. I am sure the North West business community will continue to stamp its mark over the next 10 years!

What would you like to see the firm achieve in the next 10 years?

Continuing to build on the values and foundations which have been established over the past 10.

Describe Pannone in one word.

Team.

In the latest blog in our 10 year anniversary series, we asked Real Estate partner, Garry King, ten questions to get his views on what makes Pannone what it is and what his ambitions are for the firm over the next decade.

When did you join Pannone?

I joined Pannone back in October 2018 as an associate partner, before being promoted to partner earlier this year.

What made you want to join Pannone?

Over the last 10 years, Pannone has built a strong commercial brand that is well known and respected across the country. To be part of that story was very appealing.

How has that evolved in the last decade?

There are many things about the firm that have remained the same over the last 10 years, such as its culture, values and the strength of its people. But the firm has also grown and become a stronger unit despite the trials and tribulations of the COVID-19 pandemic and the ever-changing commercial landscape. That in itself is testament to the unwavering foundations that it’s built on.

What was your first impression of the firm and the team on your first day?

As soon as I met the partners I knew that the firm was the perfect fit for me. It very much reminded me of the first law firm I trained at in London – a place that convinced me to qualify as a lawyer. You can’t beat a gut feeling!

What’s the best thing about working at Pannone?

Without a doubt, it’s got to be the people who I work with. The team has grown and developed enormously in recent years, but the collaborative and positive dynamic that exists between the teams has not altered. We’re a group of like-minded individuals who are all striving for the same aims, with our clients firmly in the centre of that.

What’s your favourite memory of working at Pannone?

It would have to be my first day at Pannone. It felt like I’d worked here for years, which is a very high compliment to make.

What’s the achievement you’re most proud of while working at the firm?

There are lots of things that we’re very proud of as a team, such as the clients we work with and the work we do for them, but becoming a partner at Pannone definitely ranks up there from a personal perspective.

Where do you see the North West business community 10 years from now?

Like Pannone, the North West economy has been on a positive growth trajectory thanks to the diverse range of businesses we have in the region, combined with their ambition and desire to innovate and push boundaries at every possible turn. I can only see that trend continuing over the next 10 years as the North West cement its position as the place to do business.

What would you like to see the firm achieve in the next 10 years?

We’ve laid an excellent foundation over the last decade which sets us up perfectly to become the leading mid-sized commercial law firm in the North West – but, most importantly, without losing what makes the firm unique and special, which is an unwavering ethos for caring about our people.

Describe Pannone in one word.

Dynamic.

Danielle Amor has just reached a major milestone at Pannone, after celebrating 10 years at the firm last month [September]. Her work anniversary mirrors that of the firm, having joined Pannone just a few months after the MBO completed on Valentine’s Day 2014.

“It was an exciting time to join Pannone and the firm felt very collaborative and supportive,” explains Danielle, who was impressed by the firm’s approach and reputation.

Danielle has seen first-hand how much the firm has changed in the last 10 years – all the while retaining the same culture through recruiting likeminded people and creating the right environment for those people to prosper and grow.

“Right from my first day, everyone was very friendly and relaxed,” says Danielle. “I knew I had made the right decision and quickly felt part of the team.”

Unsurprisingly, no two days are the same at Pannone. “One day I might be working on the settlement of a trade mark dispute, the next negotiating a software licensing agreement and the next advising a client on a data breach,” explains Danielle.

Advising on data has become a significant part of the commercial team’s practice in recent years, driven by the radical overhaul of data protection legislation in the UK in May 2018.

“The GDPR required most businesses to adopt new policies and procedures,” explains Danielle. “We were extremely busy during this period trying to get all our clients (and ourselves) up to speed with the new requirements. Looking back now, as a team I feel we handled the pressures really well and we have since become one of the leading firms advising on data in the North West.”

As key achievements go in the last 10 years, that is certainly up there for Danielle. But it’s also the smaller things that create lasting memories.

“In one meeting, a particularly remarkable client wrote us each a personalised poem which he read out at the end,” recalls Danielle. “I’m not sure what that says about the quality of our discussions during the meeting, but I certainly will never forget it!”

While Danielle agrees that Manchester has huge appeal and is a great place to live and work, she wouldn’t be averse to Pannone opening a remote working space in Hawaii! Jokes aside, she sees significant potential in the region over the coming 10 years.

“With the right investment in transport and infrastructure, Manchester can solidify its position as the UK’s biggest business hub outside of London, particularly for tech businesses and start-ups,” she says.

One thing is for sure, Pannone will be there to see how the region unfolds. As Danielle says, the firm is ‘steadfast’ and will long be an unwavering feature in the North West marketplace.

Simon Fitzgerald has been a mainstay at Pannone in all its guises since 2002. As a Debt Recovery Executive, Simon has seen the firm grow and develop considerably, joining 22 years ago on the back of a ‘fantastic opportunity’ to be part of Pannone along with a team of four other people.

Simon’s route in law is not too dissimilar to that of an apprenticeship – working on the job while gaining qualifications at night school; Ilex (Legal Executive) was his destination of choice after finishing his A-Levels.

Over more than two decades, Simon has built up a strong bond with the team around him.

“I spend the better part of my life with the people at Pannone and they are all wonderful,” admits Simon. “Our team, in particular, is like a family – dysfunctional – but a family all the same!”

Every day in the Debt Recovery team is the ‘same type of different’, according to Simon, but he loves that no two days are the same. “Even at 52, my ambition is to keep improving on what I already know,” he admits. “It’s true what they say, every day is a school day!”

While Simon jokes that he should’ve been a mechanic rather than going into law, given how much his last car service cost, he’s definitely very much part of the team at Pannone. A philosophy he truly buys into.

“As a profession, we always need to promote the ‘team effort – one goal’ ethic,” he explains. “It’s important to work collaboratively with clients so it doesn’t turn into a    ‘them and us’ relationship.”

The team/family ethos is as important to Simon in work as it is out of work, with his children, grandchildren and family taking up much of his free time – not to mention his love of Manchester City!

“The order of priority changes on a daily basis,” jokes Simon! However, there’s no doubt about his priority at work after more than two decades at Pannone.

Pannone Corporate has appointed a new Head of Finance to its Manchester team, as part of ambitious growth plans.

Sarah-Jane Roper joins the law firm from the University of Manchester. As Head of Finance, she was responsible for three cultural institutions, Manchester Museum, Whitworth Art Gallery and Jodrell Bank Centre for Engagement, as well as Manchester University Press. Prior to that, she worked in internal audit across 12 universities for 10 years.

The chartered accountant, who’s been a ICAEW Fellow for more than 10 years, brings vast and varied experience to the role, including financial management, audit, compliance and taxation, as well as significant expertise in finance business partnering. At Pannone, she will work across the firm with responsibility for financial control, reporting and financial planning.

Paul Jonson, senior partner at Pannone, said: “Appointing someone of Sarah’s calibre is a major coup for Pannone. Her financial expertise and in-depth knowledge of the regional landscape will be hugely important to us as we enter the next phase of growth.

“We’re delighted to have her onboard and we are confident that with her vast experience she will bring a fresh perspective to the firm that will challenge us and help us to drive change.”

Sarah’s appointment follows a trio of hires earlier this month. Emma Haymes joined the law firm as a senior associate in the dispute resolution team. She was joined by Sophie Adshead, who was appointed as an associate in the corporate team. Burak Demir completed the trio of appointments, joining as a solicitor in the real estate litigation team.

Sarah said: “Pannone is at an exciting stage in its growth journey, attracting real talent to create a strong team ethos, which strongly resonated with me.

“After leaving a role within a large organisation, I was really attracted by the opportunity to take on responsibility for the full remit of Pannone’s finance department, while also continuing with the finance business partnering aspect of the role that I enjoy so much. I’m very much looking forward to getting stuck in!”

This year’s Chambers 2025 rankings have been published, with Pannone once again featuring strongly – both for individual lawyers and teams.

The Chambers publication follows an equally as impressive recognition in the Legal 500, which was announced earlier this month [link to story].

Highlights from this year’s annual Chambers 2025 rankings include:

• The Corporate team maintaining their Band One ranking for the third successive year
• The IP and Media team maintaining their Band Two ranking
• The Litigation team making it eight years in a row as a Band Three ranked team
• Other Band Three teams, include: IT, Real Estate Litigation and Real Estate, with eight teams ranked in total
• Individually, Tom Hall (Corporate) and Paul Jonson (Dispute Resolution) have been ranked in Band One, with Jonson featuring as an Eminent Practitioner. In Band Two, Mark Winthorpe (Corporate) and Amy Chandler (IT) feature, with Tim Hamilton (Corporate), Amy Chandler (IP), Gemma Staples (Real Estate Litigation), Daniel Clarke (Restructuring and Insolvency), David Walton (Health & Safety), David Brown ( Dispute Resolution), Martin Pennington (Dispute Resolution), Fiona Hamor (Employment), Jack Harrington (Employment), Melanie McGuirk ( IP), Bill Dunkerley (Regulatory) and Gareth Birch (Real Estate) also ranked
• In total, Pannone has 17 individually ranked lawyers, up from 12 in last year’s rankings, with Arshnoor Amershi (Corporate) ranked as ‘Up and Coming’ and Sarah Bazaraa (IP and Media) featured as an ‘Associate to Watch’.

So, what do our clients say about us?

Corporate: “The team at Pannone were experienced, with the intellectual horsepower to be able to deconstruct the complexity and guide us through their solutions. They go head to head with the big firms and can hold their own.”

Employment: “They exhibit a remarkable aptitude for dissecting issues, giving diverse perspectives and devising innovative solutions. Each member brings a unique set of skills and experiences to the table.”

Litigation: “Pannone takes the time to understand the key points of the matter, which means that in complex areas they rapidly develop a deep understanding of the issues to provide appropriate advice.”

IT: “They have their finger on the pulse and have a lot of relevant experience to draw upon.”

IP: “Pannone has a hard-working and dedicated team at all levels, from partner through to associates, who are intellectually rigorous and sensitive to clients’ priorities.”

Commenting on this year’s results, senior partner Paul Jonson said: “On the back of our success in the Legal 500 rankings, it’s fantastic to see such a strong showing in Chambers – both across teams and for individuals.

“The feedback we get from clients reflects the hard work and dedication of the team, as they continue to deliver innovative, responsive and commercially-minded solutions that demonstrate a deep understanding of our clients’ needs and the challenges that they face.”

Chambers and Partners identifies the best law firms globally, from multi-nationals to boutiques, based on independent research and analysis of feedback from clients, peers and the wider market.

Chambers produces annual global rankings of teams and individuals according to their area of specialism. They take into account: client service; technical legal ability; depth of team; commercial vision and business understanding; diligence and value for money.

Pannone has been a member of PLG International Lawyers for over 30 years, providing the firm with access to a professional network of lawyers from across the world, spanning 30 countries.

For the last three years, the organisation has held an annual event aimed at the next generation of lawyers – the YPLG Academy. Last month, lawyers under 35 from across Europe came together for a week-long conference to hear from experts from multiple disciplines, as well as forge strong relationships with their peers – professional bonds that will prove invaluable in years to come, not only to them as individuals, but to the firms they represent.

This year, it was the turn of corporate solicitor,  Catherine Ossai, who travelled to Lisbon for YPLG 2024. The Pannone lawyer was joined by 14 other legal professionals from Spain, Poland, Italy, France, Turkey, the Netherlands, Germany and Belgium – all at the same stage in their career and all eager to learn.

During the week-long academy event, held at the Catolica Global School of Law in Lisbon, delegates attended lectures hosted by different PLG partners and external speakers, covering a range of topics, including soft skills, public speaking, negotiation, legal English, crypto regulation and AI.

“The AI session was so interesting,” explained Catherine. “To hear and understand from someone who’s done a deep dive of the subject matter, and how AI can help the legal profession on a day-to-day basis, was really fascinating.”

While the lectures gave each of the 14 young lawyers an insight into core and emerging topics in the sector, it was the relationship building that was equally as important.

“It was lovely to hear about their experiences as junior lawyers in their respective countries and what it means to them to be part of the PLG network,” explained Catherine. “Making strong contacts and creating long-lasting friendships was one of the biggest takeaways from the academy. The idea is you grow together as lawyers within the PLG network. I feel very lucky to have been picked to represent Pannone at the event.”

YPLG also included teambuilding, which involved the young lawyers getting to grips with surfing. However, a real highlight was the welcome dinner on the first evening of the five-day event.

“It was a real highlight to be able to get to know everyone properly on the first night, after a day packed with lectures,” said Catherine. “It was a perfect way to cement our growing friendships and find out more about our shared interests. It really set the tone for the rest of the trip. After all, it’s friendships like these that ultimately make a working relationship better.”

This year’s Legal 500 rankings have been published and, once again, Pannone Corporate has excelled in the annual listings. In total, 17 lawyers feature in Legal 500 UK commentary for their excellent contribution to their respective practices. This includes:

• Three ‘Hall of Fame’ lawyers
• 11 ‘leading individuals’, and
• Three ‘next generation’ partners.

 The firm’s practice areas also continue to rank highly amongst those within the profession. Pannone has top tier practice areas in TMT: Intellectual Property; TMT: Media and Entertainment and Private Client: Contentious Trusts and Probate. A further six practices areas are ranked in the second tie and recommended in the listings. These cover:

• Corporate and commercial
• Dispute resolution: commercial litigation
• Dispute resolution: debt recovery
• Employment
• Health & safety
• TMT: IT and telecoms.

Paul Jonson, senior partner at Pannone Corporate, commented: “Every year the team continues to excel in the Legal 500 rankings, demonstrating the strength and depth within the firm across multiple legal disciplines.

“Not only do we have an increasing number of outstanding individuals, who are highlighted across the Hall of Fame, Leading Individuals, and Next Generation rankings, but collectively the team has shown the importance of delivering a high quality, client-focused service that places commerciality, professionalism, hard work and that human touch, at the heart of everything we do. Congratulations to everyone on another outstanding year and a big “thank you” to our clients and contacts.”

Standout comments include:

“What sets Pannone Corporate apart is their unique blend of professionalism with a personable touch.”

“Pannone Corporate has a ‘quality niche team with strong regional profile’.”

 “The ‘very hands-on team’ at Pannone Corporate handles a wide range of corporate matters, including joint ventures, supply and procurement of goods and distribution.”

“The commercial property team at Pannone Corporate ‘acts with the utmost level of professionalism’ when assisting its lucrative client base.”

“Pannone Corporate is well-known for its strong focus on the hospitality, tech and IT, and fashion retail sectors.”

“Praised by clients for its ‘expertise and commitment‘, the group at Pannone Corporate handles a myriad of mandates.”

“The team is highly skilled, knowledgeable, and confident in their work . Their ability to communicate effectively and empathetically with me was outstanding.”

“Pannone was first class from start to finish. They gave me honest and fair advice and definitely attempted to think outside of the usual to come up with an approach that could yield the desired goals.”

 “The team are adept at truly understanding your business and any commercial nuances. They consistently provide advice that is of the highest standard, comprehensive and in a very timely manner. It has been an absolute pleasure to work with the team, you feel totally supported, every step of the way.”

“Strength in depth and a partner led approach. Very responsive, pragmatic business advice which addresses commercial requirements of the client with more focus than most. Good cross collaboration with other departments within the firm to provide legal services.”

“All associated with Pannone have an excellent attitude built on professionalism and are very approachable within their own fields.”

“I have been working with Pannone Corporate LLP for nearly a decade, and they have been an instrumental partner in my business endeavours. Their guidance is pivotal, a testament to their expertise and commitment.”

The Legal 500 analyses the capabilities of law firms across the world, with a comprehensive research programme revised and updated every year to bring the most up-to-date vision of the global legal market. The Legal 500 assesses the strengths of law firms in over 150 jurisdictions.

Tom Hall is a self-professed ‘day oner’ – part of a core who joined Pannone pre-MBO in 2014. His career began at the ‘old Pannone’ in September 2004, when he started a training contract in the business crime team. Twenty years on, Tom is a partner in the corporate team and has become an integral part of the firm.

If there’s a consistent thread that runs through Pannone, in terms of its people, there also remains a consistency in approach, which is as strong today as it was ten years ago when the MBO completed – a moment that Tom admits really ‘galvanised’ the firm.

“For our 10 year anniversary in February 2024, we looked back at the original core values and principles that were put in place when the firm was founded in 2014,” Tom explains. “Despite them being drafted over a decade earlier, those core values remain a word-for-word representation of what the firm is and stands for today. If we can say the same in February 2034 then we will have done very well.”

The same can be said for the North West business community, which Tom believes is still the same, despite the huge changes in the region in the last 10 years. “The business community remains close-knit, plain-speaking and has the energy and desire to make things happen, rather than waiting for others to do it for us,” says Tom. “I don’t see that changing.”

As a ‘well-known and well-regarded’ law firm, Tom agrees that the best thing about Pannone is its people.

“Nothing makes me prouder than seeing lawyers who have started as trainees or paralegals in the team rise through the ranks, lead their own transactions and win their own work,” he explains. “We are very lucky to have some brilliant people in the team who have been fundamental to its growth and reputation over the years. Watching them in full flow on all party calls gives me a warm glow inside.

“We’re also very fortunate to support a wide range of national and international clients, across every sector you can think of,” Tom adds. “I love going to see clients at their place of business, having a look around and finding out what makes them tick. I always come away from those meetings feeling inspired and/or with some food for thought about how we can improve or refine our own business.”

Over 20 years, Tom has seen first-hand how the firm has improved and refined its proposition, with many favourite moments, including the call at 8pm on Valentine’s Day 2014 to confirm the Pannone Corporate buyout had completed when ‘wild scenes ensued’! Aside from those celebrations, it’s the strong partnerships that have been built over the last 10 years that stand out for Tom.

“My involvement with PLG International Lawyers, our firm’s international network, has probably been the aspect of the role that I have enjoyed the most over the last decade,” says Tom. “PLG has opened the door to some fantastic global clients and transactions, and I have made lifelong relationships with many of the outstanding lawyers involved.”

And, as a people-centric business, relationships are everything.

In the latest in our 10 year anniversary blog series, Ten in 10, we speak to the man who keeps the IT engine running at Pannone – Steve Elderfield.

Steve joined what was the ‘old’ Pannone is 2006 as a Senior IT Support Technician, before moving across to Pannone Corporate following the firm’s MBO in 2014, becoming IT Manager. Ten years on, he continues to play an integral role in the firm as IT & Facilities Manager. “Pannone offered a great opportunity to continue my journey in IT which I couldn’t turn down and I’ve never looked back,” admits Steve.

Like many people in the firm, his role has evolved significantly in the last 10 years. “What started out as just the IT Manager, has grown into much more,” explains Steve. “I have taken on more roles and responsibilities along the way, covering various different areas of our IT and the building.”

While his role has developed in the last decade, there’s one thing that hasn’t changed from the day he started and that’s the people and work culture. “Everyone was very friendly and welcoming on my first day, which gave me a real sense of acceptance and made the working environment that much more enjoyable,” says Steve. “I recall feeling like I was part of something special and through the years I developed a lot of friendships in the firm.”

There have been a number of highlights and key achievements for Steve since he joined, including his own personal development and gaining the trust and responsibilities that comes with the role, while also seeing and being part of the firm grow into what it is today. But one particular highlight was the move to the Chapel, which Pannone proudly calls home. “Although the move was very challenging to manage at the time,” admits Steve. “It was also very exciting to be a part of.”

He’s not only proud of Pannone and its achievements in the last 10 years, but also how the North West business community has grown during that time. “It’s been flourishing over the last 10 years, bringing more people to the city,” says Steve. “In the next 10 years, I can only see the North West becoming one of the great business hubs, alongside London which, in turn, will boost the economy and generate more work for firm’s such as ours.”

The use of the word ‘our’ feels very deliberate. Steve has a strong connection with the firm and carries real aspirations for more expansion and growth, but it’s how he describes Pannone that tells the true story of his relationship with the firm – “If I had to describe Pannone in one word, it would be ‘family’.”

Nearly a decade on from joining Pannone Corporate, Danielle Amor talks about her career, her passion for seeing clients get the outcome they deserve, her love of coffee, and the growing influence of Artificial Intelligence (AI) in the legal sector.

Tell us a little about your career before joining Pannone

I studied law at Durham, then took the LPC at Oxford before starting a two year training contract at an international law firm in London, which included six months working at ITV in the Rights and Business Affairs team. I worked there for about seven years before making the move back up north.

My first role in Manchester was in-house at Manchester United working on the then-record sponsorship deal with adidas, before moving back into private practice at Pannone. When I joined, the firm had only been formed a few months before, so it was a really exciting time to be starting.

In her current role as a director in the commercial team, Danielle advises on commercial contracts, intellectual property and data protection compliance, with a broad range of specialism across the experienced team covering retail, fashion, manufacturing, hospitality, media, IT and industrial services. It was that talent and expertise that attracted her to Pannone. I was drawn to the mix of excellent lawyers and high quality work.

Despite a few wobbles along the way when she considered packing it all in ‘for a life of wanderlust’,  Danielle remains committed to the profession and what can be achieved. I am really irked by injustice! I enjoy seeing clients achieve the outcome they deserve, particularly when they have been in a dispute and I am instructed to draft the settlement terms.

Danielle is also passionate about the important role lawyers have to play in a world that is already changing with the increasing use of technology, particularly AI. I can see why businesses might turn to AI for drafting contracts and legal letters when they don’t always receive the practical, commercial advice they need from legal advisors. However, the nuances and subtleties that the majority of our drafting requires, cannot be replicated by AI as it stands. This reinforces why we need to continue to keep our advice concise, relevant and responsive to our clients’ needs.

So what does a typical day look like? I prefer being in the office, so I usually get in around 9am after dropping the kids off at school and nursery. A lot of my work involves drafting long agreements, so there is a lot of time spent in front of a screen. We have regular team catch-ups and training sessions in the diary and most client meetings tend to be via Teams. I also try and go for a walk at lunchtime and get a coffee from Mancoco to power me through the afternoon.

Coffee is a clear favourite of Danielle’s. When asked what she would be doing if she didn’t have a career in law, she responded: I have always quite fancied running my own café selling coffee and cake.

What’s more, if Danielle was managing partner for the day, the first thing she would do is install a coffee machine!

Outside of work, Danielle is kept busy by her three young children and a springer spaniel! We enjoy getting out into the nearby countryside and back to my home town of Blackpool whenever the weather allows. I also enjoy baking birthday cakes (for the kids, not the dog!) and yoga to de-stress.

Radhika Das joined Pannone in July 2018 as a Paralegal from a well-known HR services provider. In the last six years, Radhika has progressed to become an Associate in the firm’s employment team.

Radhika began her career at Pannone mid-way through its 10-year journey at which point it was clear what set it apart from other firms. “I was aware of the Pannone name and that it is well respected in the industry,” she says. “When I joined, the firm had been going for four years post-MBO and I felt it was an exciting time to join.”

In that time, a lot has changed at Pannone, with the employment team, in particular, growing to eight lawyers – a team that has plenty of experience behind it. “I received a team sheet on my first day which had the details of my team members, including the years they qualified,” explains Radhika. “I remember being impressed by the experience in the team and that some of them qualified in the 1990s!”

But it’s the team approach that Radhika values the most about the firm. “It sounds cliché but the people really are the best thing about Pannone, definitely,” she says. “Even though we operate a hybrid model, the office is always busy on any given day, and I think that is because everyone here genuinely enjoys working with their colleagues.”

The last six years have thrown up some real highlights for Radhika, including helping to plan the firm Christmas party in 2019. “It was the best work Christmas party I have been to, even if I do say so myself!”

She certainly has a lot to be proud of. “I joined the firm as a Paralegal,” she explains. “I qualified as a Legal Executive in 2021, I went back to University in 2022 to do my LPC part-time whilst continuing to work, and I finally cross-qualified as a Solicitor in 2023. I took the more scenic route to qualification, but I would not change a thing.”

While the firm has undoubtedly grown and developed during her time at Pannone, so too has the business community that sits around it. So what of the next 10 years?

“The North West business community is already growing rapidly and I can only envisage that this will continue over the next 10 years to level up with the South,” she says.

“In terms of the firm, I would like Pannone to continue investing in its people and talent and to carry on supporting alternative routes to qualification. Without that support, I wouldn’t be where I am today,” she adds.

It’s hardly surprising that when asked to sum up Pannone in one word, the first that springs to Radhika’s mind is ‘talent’.

I was one of the founding partners who set up Pannone Corporate in 2014. We effectively performed an MBO of the commercial part of Pannone LLP – a top 50 law firm at the time. I joined Pannone LLP in 2004 as a partner, having worked at a regional law firm and two international law firms prior to that. I am now the firm’s senior partner – a role that I really enjoy, having been the managing partner when we formed ten years ago.

When the opportunity arose for a new firm to be created from the commercial teams at Pannone LLP, I knew it could work. I saw it as the “ best of both”,  in the sense that we were creating something completely new but with people and clients who had worked together for many years, in some cases almost 30 years.

Reassuringly familiar, but refreshingly different was always how I saw it. I believed that if our clients could see we were going to support them in the same way they had come to expect, with the same team of people, then they would give us a chance!  Even with this conviction I was still nervous – setting up a new law firm isn’t usually what you do, at least not back in 2014. There was a huge amount of work to be done by everyone involved to get us to the starting line. From the autumn of 2013 to February 2014, it was pretty much a non-stop adrenaline rush.

The firm today is both similar and very different to where we started. We have retained the vast majority of the clients we started off with, and many of the people who took the leap of faith with us are happily still here. We have also added many more new clients and team members since 2014, so it looks and feels different to 2014, while still retaining the strong culture that we started with.

The best thing
The best thing about my job is the daily interaction with our clients and team. I consider myself a people person and l like few things better in life than meeting clients (new or long established) and discussing their business, challenges, and opportunities.

Standout moments
My favourite memory of the last ten years? That is a difficult question. The launch party is definitely up there! I would also include every new client win, every tender success, and every time someone chooses to join us to spend part of their career with us. The legal profession is ultimately a people business, and we genuinely have a great group of people at Pannone which comes across to clients on a daily basis.

The achievement I am most proud of is helping to create a sustainable, profitable law firm that is able to offer its staff a supportive, engaging, and collegiate working environment. We are a stronger firm now than when we started off 10 years ago and that is down to our people and clients.

What also makes me proud is that so many clients, including household names such as boohoo, DHL, Iceland, and New Balance to name only a few, have placed their trust in us.

The future

I see the North West business community going from strength to strength in the next ten years, building on the incredible achievements during the last ten. With a change of government looking very likely in the next six months and a genuine commitment to more devolved powers to the region (amongst others) as a consequence of a new administration, it looks a promising outlook for our region.

For our firm, I see the next ten years as growth years. We have invested heavily in IT in the last 12 months and our new infrastructure puts us in a good place from which to grow – adding more people and more clients. We have never sought growth for the sake of it – we have always sought sustainable, profitable growth. I genuinely cannot see why more clients in the region and beyond would not want to see what we have to offer!

One word

If I had to describe us in one word – ambitious.

In the final piece in our series commenting on Manchester’s aims to achieve net zero by 2038, we look to the future and offer our predictions as to some of the key environmental issues for businesses going forwards.

Manchester’s objectives – and the UK as a whole – are clear, as are the opportunities for businesses to cooperate and participate in achieving net zero. As we have highlighted in our previous blogs, businesses can no longer shy away from their environmental impact, and must integrate ‘green’ issues and how they consider them in their day-to-day operations.

But what does this mean in practice?

Whilst environmental impact is not a new concern for businesses, unlike in the past, in the next few years the promotion of environmental objectives will be placed onto at least an equal footing and importance as other daily business concerns.

Appreciation of environmental impact

As we have highlighted in previous blogs in this series, there are many ways in which businesses can help contribute to Manchester’s goals.

All of these measures however require businesses to evaluate their environmental footprint, and then to take measures to address specific issues arising. For example, we have previously touched upon cycle to work schemes and onsite EV charging. Whilst not necessarily applicable to every business, these are perhaps obvious areas for businesses to consider if they can reduce their carbon impact.

Likewise, our blog series has also commented on the potential to retrofit the built environment. There are a number of potentially ‘easy wins’ in this regard, in terms of upgrading insulation and heating systems, but there are cost consequences.

We recommend that businesses take the time now to consider all aspects of their operations, and assess where and how measures can be taken to contribute to the net zero aims. It would be advantageous for businesses to undertake this task now, before they are compelled to do so, in order to best position themselves going forwards in light of expected growth in this area.

Lengthier due diligence exercises

As environmental awareness increases, and local and national drives to achieve net zero pick up pace, we anticipate that this will be reflected in more protracted and complicated due diligence exercises.

We have touched upon some of the relevant concerns within this series, but the net result will require businesses to consider additional matters when considering purchases and acquisitions. For example, where new build commercial properties are constructed with the benefit of on-site energy generation, issues of licensing, regulatory requirements and health and safety will need be incorporated into enquiries. The consequence of considering such additional matters will be to increase the cost of, and time required to complete, legal due diligence.

Cultural change

It is accepted that net zero cannot be achieved overnight, and will require a concerted and consistent approach across all sectors. That being said, change needs to start somewhere and may for many businesses require a cultural change and significant revision to their current operating procedures.

Such changes can only flow from the top of an organisation, and the active promotion and furtherance of environmental aims cannot be seen or treated as a simple tick-box exercise. The achievement of net zero will require a new mindset and a genuine prioritisation of the objectives to be achieved.

Solid foundation for environmental claims

In contributing to the region’s net zero aims, businesses may want to promote their own environmental credentials – either by way of encouragement of others, or to promote the steps they are taking. However, organisations must remain mindful that any ‘green’ claims they publish about themselves must be accurate and not misleading. Recent years have seen an almost overnight increase in the number of ‘greenwashing’ claims, and the Competition and Markets Authority is actively investigating claims of sustainability.

In order to avoid falling foul of these novel causes of action and litigation, businesses need to be conscious of the way in which they publicise their net zero actions and, where necessary, have in the background clear data to demonstrate the validity of their claims – for example, in terms of their environmental sustainability or net zero achievements.

Increasing importance of ESG scores

Environmental, social and governance scores have existed for many years, although historically they have been used by financial institutions to benchmark their performance against competitors and assess likelihood of default by a business.

The last few years has seen a rapid increase in their prevalence, across all sectors, and we predict that they will only play an ever more central role over the coming years. Not only does the EU Corporate Sustainability Reporting Directive serve to mandate the inclusion of ESG scores within companies’ annual reporting processes, but this information will also likely play an increasingly seismic role in M&A deals, and is already being seen as a key influencer in investment decisions:. Investors will require clear and unambiguous confirmation that their investments have verifiable ‘green’ credentials.

Carbon accountability

Han-in-hand with the increase in ESG scores, we anticipate that the next few years will see an increasing awareness, and benchmarking, of carbon accountability. Manchester has already provided information as to how much carbon its net zero measures have saved, and we consider it is only a matter of time before similar information is volunteered by other sectors.

To date, these scores have mainly been used by aviation companies to provide information as to the carbon impact of individual flights, but we anticipate their spread into construction, hospitality and retail.

As worldwide efforts to achieve net zero increase, and consumers become more alive to their own environmental impact, carbon scores will likely become increasingly omnipresent and a key driver of consumer behaviour. It may be the case that carbon limits are in time placed on businesses, and potentially individuals, as further drivers of change. For example, similar initiatives have been introduced by some banks which have already started to offer card accounts with an in-built carbon tracker.

In time, it may be the case that retail goods, and other purchases, are provided with an individual ESG/ carbon accountability score in much the same way that energy efficiency ratings currently attach to white goods.  We therefore recommend again that business look now at where their main carbon spend is occurring, and what measures may be available to address and reduce this.

War on plastic

Although our series has not focussed on the war on plastic, Manchester’s actions towards net zero are taking place against the national background of this issue. The government has stated its desire to avoid all avoidable waste by 2042, and recent years have seen the prohibition on sales of certain items, such as single-use plastic cutlery, and the introduction of the plastic bag charge.

Businesses are not immune to these measures and have been equally affected by the Plastic Packaging Tax and extended producer responsibilities, both of which serve to impose waste management cost obligations on businesses for the packaging they generate and handle.  Whilst the purpose of these regulations is to encourage and incentivise durability, repairability and recycling, and move away from disposal as the default option at a product’s end of life, the additional costs generated are almost certainly going to be passed on throughout the supply chain.

As part of the suggested internal review and assessment identified at the start of this piece, businesses need to start considering now whether any of their produced items can be redesigned using environmentally friendly components, or re-packaged in a way that supports environmental targets.

What does the future hold?

Absent of a crystal ball, no one can predict with certainty what tomorrow may bring, but so far as the achievement of net zero and climate action are concerned, the route is clear: preservation of the environment is to be promoted.

We suggested at the outset that businesses may want to consider now (before they are obliged to do so) what their environmental footprint is and how they may be able to reduce this so as to contribute not only to their immediate community, but also the wider objectives stated by Manchester and central government.

Whilst this will almost certainly result in immediate costs being incurred, these perhaps pale into insignificance given the greater good to be achieved.

Photo: Sakorn Sukkasemsakorn

In our penultimate article on Manchester’s intention to become a zero carbon city by 2038, we consider this week the built environment, the measures available to help contribute to objectives, and the implications for those involved in the management and/ or transaction of real estate.

Manchester’s Climate Change Framework estimates that housing, and the built environment generally, may contribute up to 30% of the city’s total carbon emissions. Real estate is therefore considered to be a key driver in efforts to achieve carbon neutrality, with buildings being categorised as ‘net zero’ if they have no net carbon emissions during either their construction or operation.

However, the obstacles to overcome to achieve this objective are two-fold: not only is it necessary to remedy defects or environmentally prejudicial characteristics within existing stock, which includes those premises constructed before there was the current awareness of climate change; but in addition, net zero requires that those buildings yet to be designed or constructed also contribute to the target to be achieved.

What has Manchester done to date?

Despite the enormity of the task at hand, numerous retrofitting measures are commonly available, for example: installation and upgrade to energy-efficient lighting; high efficiency boilers; installation of double-glazing; and cavity wall insulation.

Although these measures may not be considered individually onerous or overly time-consuming, wholesale retrofitting of existing stock is not without cost. To meet its net zero aims, Manchester estimates that around 84,000 properties will require retrofitting, at an anticipated cost of between £25,000 to £30,000 per property. With only limited funding available for retrofitting, the question remains: where is the money going to come from?

In addition, current plans to retrofit real estate portfolios do not operate in a vacuum and take place against the continued introduction and implementation of the Building Safety Act. That Act, supported by secondary legislation, prescribes and mandates new regulatory obligations in respect of building safety and fire management provision. Building safety is paramount, but those involved in the design of new builds will need to consider how best to balance the achievement of net zero and carbon neutrality whilst also ensuring the total safety of a building throughout its lifetime.

What about future builds?

A significant proportion of the real estate infrastructure which is expected to exist in 2038, being Manchester’s deadline to achieve net zero status, is yet to be designed and constructed. Therefore, there also needs to be consideration as to how these future builds will help towards reaching that goal. This requires consideration not only of how those buildings will operate once in occupation, but also how embodied carbon (being the carbon contained within construction and civils materials) will be either managed or off-set. This will require a full review of all aspects of a supply chain to ensure that materials are genuinely carbon neutral in their production.

We have already touched upon some of the measures which can be introduced to an in-occupation building to help limit climate change, but in addition to domestic measures, designers may wish to consider the introduction of on-site renewable heat and electricity generation, such as photovoltaic sensors, as well as district heat networks.

The UK Green Building Council’s framework definition of net zero carbon buildings recommends that onsite renewable energy sources should be prioritised and should be pursued by building developers, owners and occupiers, where feasible. Not only is it anticipated that the presence of such measures may increase a building’s value, but it will also concurrently reduce pressure on the national grid.

What are the practical implications?

Implicit in all of the foregoing is that a building’s Energy Performance Certificate (‘EPC’) is going to become an increasingly important document over the coming years. Whilst they are already central to many transactions, we anticipate that their contents will be subject to additional review and transactional discussions. For example, going forwards, it is likely that EPCs will need to be carefully scrutinised during transactions, with the buyer working to achieve full understanding as to when the EPC will expire, whether any measures can be taken to improve the rating and if they have been appropriately registered.

In parallel, we anticipate that corporate due diligence, to the extent it involves real estate transfers, will also become more protracted. For example, there will need to be careful consideration as to whether retrofitting is necessary, who is to be responsible for this and whether any such revisions are permitted within the lease in place. In addition, where on-site energy generation is available, owners and occupiers will need to be mindful of the ownership of the generating plant, as well as apportionment of the additional regulatory burdens which accompany the generation of energy.

In respect of this specific example, where building designers and/ or owners wish to benefit from the cost-savings associated with on-site heat and electricity generation, they also need to consider whether such use is permitted in terms of relevant planning authorities, as well as the possible health and safety considerations which may arise from its operation.

Conclusion

Whilst the move towards net zero is a laudable aim, the consequences for real estate are significant: the scale, extent and cost of retrofitting existing properties is sizeable, but in addition there are also numerous opportunities for the sector to take the driving hand in bringing about real change.

Our final commentary piece next week will bring together recent articles, together with our predictions going forwards for what net zero will mean for both Manchester and the country as a whole.

In the third of our series of blogs commenting on Greater Manchester Combined Authority’s intention to become net zero, we look this week at efforts being made to help influence and ‘nudge’ behaviour towards achieving the objectives.

Whilst any form of encouragement or guidance seeking to unilaterally change an individual’s behaviour could be interpreted as having somewhat sinister overtones, the Council is eager to be seen as leading by example and has already modified its own operations in this regard.  

For example, Greater Manchester has appointed a number of Neighbourhood Climate Change Offices, to help empower communities to take local-level action and to help build climate resilience, including encouraging cycle to work schemes, turning down heating, and turning off electrical appliances when not in use. 

Can behavioural change impact net zero?

Changes in behaviour and pervading culture will not come overnight but, equally, they have to start somewhere. Greater Manchester is not alone in seeking to achieve net zero, with central government also having made a similar commitment to achieve 100% reduction of greenhouse gas emissions by 2050, compared with 1990 levels. 

However, responsibility does not rest solely with government and as the Climate Change Committee’s 2021 progress report to Parliament suggested, public engagement – and individual actions – are key enablers for achieving net zero, with the actions taken by consumer, workers, households and businesses being central to achieving the net zero objectives. 

That report went further and suggested that behavioural change can play a role in almost two-thirds of emission reductions, through adoption of low-carbon technologies, such as electric vehicles and increased use of green public transport.

How is behavioural change to be achieved?

In its net zero strategy, published in October 2021, central government stated that public engagement plays a significant role in driving green choices. At that time the government set out its approach to support green choices, which was underpinned by six core principles. Whilst these were developed primarily with the public in mind, it is accepted that they may apply equally to businesses. The six principles are: 

1. minimise the ‘ask’ by sending clear regulatory signals;
2. make the green choice the easiest;
3. make the green choice affordable;
4. empower people and businesses to make their own choice;
5. motivate and build public acceptability for major changes; and
6. present a clear vision of how we will get to net zero and what the role of people and business will be.

As the Energy Minister, Greg Hands MP, accepted to the House of Lords Environment and Climate Change Committee, it is not the business of government to force behavioural change on individuals, but rather it is the government’s role to, “encourage, incentivise and enable,” moves towards the objectives to be achieved.

In other words, far from imposing unilaterally mandated changes on individuals, what the government seeks to encourage is that individuals take ownership of their own environmental impact, and in turn contribute to local, national and global objectives.

A government survey has found that 85% of people are either concerned or very concerned about climate change and willing to do something about it in their own lives. However, any such actions must be affordable, accessible and achievable without any significant detriment to the individual. Any measures implemented must also be equitable for all. 

For example, a report published by the Cambridge Sustainability Commission in April 2021 evidenced that between 1990 and 2015, nearly half of the growth in global emissions was due to the richest 10%, with the wealthiest 5% alone contributing over a third. That report suggested that policymakers target the ‘polluter elite’ to make changes to their lifestyles, such as imposing levies on high emissions technologies and long-haul flights.

By contrast, one universally-accessible solution introduced by Greater Manchester is the introduction of 50 zero emission buses as part of the authority-controlled ‘bee network,’ with an additional 50 vehicles being delivered in March 2024. An additional 250 vehicles are expected to be delivered over the next three years.  It is estimated that the adoption of zero emission buses will reduce carbon emissions by 1.1 million tonnes.  This is a resource which is available equally to all, yet which is likely to serve to help shape behaviour by encouraging use of green public transport.

What we expect to see over the coming years, following on from government-led schemes and enabling legislation, is an increasing awareness by consumers as to the environmental impact their actions and the products they buy may have. This in turn is likely to result in further behavioural changes, including the gradual transition towards a circular economy and continued war on plastic.

Conclusion

George Eustice MP, when Secretary of State for the Environment, stated that:

Behaviour change is quite integral to many parts of government policy, but to tackle these complex environmental challenges is a shared endeavour. We all have a shared responsibility, and many of the policies we have are partly about government having a role in regulation to make certain choices easier, so that the public can make the changes we want them to make to get better environmental outcomes.

Although at first blush one may view the idea of subtle influences to behaviour and nudging as slightly sinister acts by those in positions of power, the objectives to be achieved are broadly to be welcomed, and it is clear that local actions by individuals will cumulatively bring about significant changes. 

That being said, questions do remain as to by whom, and on what basis, those individual objectives are to be determined, as well as the global (as opposed to local) impact actions will actually have, especially if other countries and agencies are not pursuing identical goals. For individual behavioural changes to have a meaningful impact, there does need to be a unified approach, which may be difficult to achieve.

Those concerns aside, the takeaway message is clear and there are low-cost steps that everyone can take on a daily basis to act in a less wasteful, and more environmentally-friendly, manner.  

Next week we will look at the built environment and how real estate initiatives may be able to help contribute to Manchester’s net zero aims.

Photo credit: cagkansayin

In the second of our series focusing on Manchester’s aim to become a zero carbon city region, we take a look at transport and travel. It is well accepted that transport is the largest contributor to greenhouse gas emissions, contributing just less than a quarter of all UK domestic emissions in 2020. Emissions from cars and taxis account for more than half of this figure.

Greater Manchester is not alone in facing a significant challenge, but it has clear objectives in response, which mirror those being pursued at a national level.  For example, in the Department for Transport publication ‘Decarbonising Transport: Setting the Challenge,’ the UK Government has set itself an ambitious target of zero emissions across all modes of transport by 2050. The publication anticipates achievement being attained through a combination of facilitating the transition to large-scale use of zero-emission vehicles, and supported by the implementation of a meaningful and effective refuelling infrastructure, including the installation of 300,000 public charge points by 2030.

How does Manchester hope to achieve its aims?

Within its own operations, the Council has committed itself to reducing direct emissions by replacing its fleet with electric vehicles, and hopes to reduce its emissions by between 35%- 45% by 2025.

The city region is eager to encourage sustainable and accessible travel options across its boroughs but beyond its own activities, the wholesale uptake of zero-emission vehicles faces a number of significant logistical hurdles. For example, electric vehicles require somewhere to re-charge and whilst for many it is possible for their vehicles to be charged at home overnight, within Manchester approximately 60% of homes do not have access to off-street parking.

For those who do not have access to home charging, their only option will be to access the public network. Pending the development of improved battery technology and mileage, the fundamental difficulty of availability of charging stations is not easily overcome.

To meet objectives it is expected that by 2030 there may need to be upwards of 3,000 additional public charge points within the Manchester region. Manchester has published the EV Charging Infrastructure Strategy which sets out its role in providing more charge points, but the Council is reluctant to install on-street charge points as these can:

“cause obstructions to pavements and street clutter, and we do not support the use of cables crossing the pavement to charge vehicles at the roadside… as these can cause trip hazards.”

Recent figures indicate that Manchester is perhaps some way behind other regions in the UK in this regard, with around 24 charging points per 100,000 population, compared with the UK average of 42 per 100,000.

Although there is no statutory duty to provide public charge points, Manchester is looking at opportunities within council-owned car parks to expand the public network for residents and businesses, and within the last few months there have been announcements to construct charging ‘oases’ within the city to address some of these concerns. However, replicating the service provided by petrol stations is not without some hindrance. Whilst there are a number of different charging systems available, with varying recharge speed from a few minutes up to several hours, were Manchester to be successful in its aim then it will need to ensure that re-charging is able to take place on demand and within a reasonable period of time.

Central Government plans to ban the sale of new petrol and diesel cars by 2030 are well under way, but by contrast the uptake of electric vehicles remains sluggish. For example, by the end of March 2022 there were still less than 2,000 plug-in cars registered in Manchester, equating with around only 1% of the total number of cars registered. This is below the UK average of 2.4%.  Whilst the transition will not happen overnight, to enable individuals to move freely, efficiently and at low-cost, whilst also being environmentally friendly, there needs to be a viable alternative to current combustion engines.

Hydrogen is being considered as an alternative fuel source although the enabling technology still requires refinement and, in addition, there are very obvious safety risks arising from the storage and use of this fuel. Current plans for hydrogen fuel appear to be restricted to the haulage sector, and do not extend to domestic and residential travel. Therefore, this is not something which will necessarily help to achieve objectives in the shorter term.

Barriers to implementation

The aims are laudable and are to be welcomed.  However, despite their increasing presence, electric vehicles are far from the predominant mode of transport and the impact of the Government’s intended ban on the sale of fossil fuel vehicles will not be fully appreciated for many decades yet. Likewise, the transition to a net zero transport network is likely to be many years away.  The fact that success will not be achieved overnight is not a reason for the objectives not to be pursued in the interim, but implementation must be mindful of the very real logistical problems that need to be overcome.

There are also concerns as to how ‘green’ electric vehicles actually are, and the level of ‘carbon debt’ created during their manufacture. For example, at present not only are electric vehicles generally more expensive to buy, but their production requires the input of significant volumes of fossil fuels. In addition, questions remain as to how electric vehicles, specifically their batteries, are to be stored and disposed of at end of life.

The electricity required to power electric vehicles also needs to be sourced from within the national grid, and the mass charging of vehicles at peak times is likely to put a strain on the system. Although wind and solar and renewable energy sources are currently active within the network, the proportion of energy generated by them is not only intermittent but also lags far behind the energy generated through fossil fuel usage.

What can businesses do to assist?

There are no statutory requirements at present for businesses to contribute to net zero through assisting and enabling a greener transport network.  Whilst grants are available, the transition to green and sustainable alternative fuels remains a costly option, which is also accompanied by logistical issues and numerous other considerations.

That being said, the objectives have been stated loud and clear and, in order to position themselves, businesses may want to consider the feasibility of alternative fuel and transport. For example, car share and cycle to work schemes may be one option, but it is accepted that these may not always be possible or practicable depending on the nature of the work undertaken by an organisation.

Alternatively, business may wish to consider providing electrical charge points and, for those involved in the haulage sector, it may be worthwhile exploring the availability and applicability of hydrogen to their operations, despite technology realistically still being a few years away from wholesale adoption.

As corporate ESG scores increase in importance, especially following the implementation of various sustainability reporting requirements, businesses would be well advised to give careful consideration to actively implementing ‘green’ measures within their day to day operations, including in respect of their transport and travel needs.

Such changes will not come overnight, and will require a concerted effort to achieve them, as well as behavioural and cultural change.

Our next commentary piece will consider how behaviour may be influenced and shaped to assist the transition to green technology. To read our first blog in the series, visit https://pannonecorporate.com/manchesters-move-towards-net-zero/

Over the coming weeks, we will take a closer look at Manchester’s concerted aim to become net zero. We will cover each area of the city’s focus and look at how businesses can play their part in achieving ambitious sustainability targets.

Let’s start at the beginning. Greater Manchester has long been at the forefront of urban decarbonization, and its drive towards net zero continues at pace. The city launched its first plan for collective climate action in 2009, which in turn led to the establishment of the Manchester Climate Change Agency and Partnership.

The measures have had a positive impact and the city was able to achieve a demonstrable reduction of 54% in its carb emissions between 2010 and 2020.

However, the city is not one to rest on its laurels and considered that further reductions were possible, especially in light of national and global aims relating to climate change. Notwithstanding its own significant achievements, Manchester declared a climate emergency in July 2019 and committed itself to halving again its carbon emissions within the next five years.

The city does not operate in isolation and accepts that its own direct carbon emissions make up only around 2% of the city’s total. However, the authority does have power and influence over a range of administrative and infrastructure matters, which it is hoped in turn will themselves contribute to the objectives to be achieved.

What is Manchester doing to achieve net zero?

The city has publicly stated the view that, “everyone has a part to play,” in limiting the effects of climate change and has set out its intentions to achieve net zero carbon in its Strategic Outline Business Plan. The Plan, which is bolstered by bespoke climate action plans for each of the authority’s 32 wards, lists a number of arguments in favour of the move, including establishing the city – and North West as a whole – as a leader in clean energy, which it is hoped in turn will attract private sector investment and help deliver wider social benefits, such as reducing fuel poverty.

The Council has identified 48 actions which can be taken – by itself and the city as a whole – to help focus minds, which can be summarised under the following broad topics:

1. Buildings and energy
2. Transport and travel
3. Reducing consumption-based emissions
4. Carbon storage and sequestration
5. Emissions savings.

What objectives are being pursued?

Taking each category in turn:

1. Buildings and energy

The Manchester urban area, and city centre in particular, is a significant estate and magnet for the use of utilities and energy. It is therefore a prime candidate for savings, in terms of the existing built environment as well as future energy usage. For example, the Council has already stated its commitment to reduce CO2 emissions from its estate and streetlighting by 50% by 2025, and a further 50% by 2030, to be achieved through a programme of retrofitting and local energy generation, including solar farms.

That being said, decarbonisation of the built environment is no easy feat and requires consideration at both the new build and retrofit stages of a building’s life.

In respect of future construction, the Council has produced a Buildings and Energy Strategy for its estate and has produced a Manchester Build Standard for future developments.

The above goes hand-in-hand with the retrofit of existing premises, which includes considerations as broad as the provision of (and energy supply to) heating alternatives, installation of energy-efficient fixtures and fittings, increasing thermal comfort and lowering energy bills.

Going forwards, all developments within the Manchester area will need to be mindful of the city’s drive towards net zero, and will have to incorporate sustainable concepts and energy efficiency into their construction proposals, including energy generation and usage. Not only has the Council declared that it will give additional weighting to environmental credentials in future tenders, but companies themselves are becoming more alive to the importance of ESG scores, which are featuring more prominently in pre-contract discussions.

1. Transport and travel

There is a balance to be struck between improving liveability and ensuring access into the city centre and other areas within the authority’s control through low-cost public transport, and ensuring that such travel and opportunities are provided on solid environmentally friendly credentials.

In connection with its own vehicles, the Council is replacing its fleet with electric vehicles and charging infrastructure, which is estimated will save around 900 tonnes of carbon annually (c.£9.8 million). The move towards electric vehicles is a huge logistical exercise, which will be decades in the transition, but is nonetheless one the Council is eager to pursue.

As laudable as the aim is, there are clear logistical hurdles in the way. For example, not only are there immediate and significant financial costs associated with the decarbonisation of travel, but the technology remains very much in its infancy and at developmental stage. Additionally, were these obstacles to be overcome, there are planning and spatial issues arising in connection with the installation of electric charging points. It remains to be seen what volume of energy generation will be required to realise the objectives, which leads to the question as to how that energy is to be produced in the most cost-effective and environmentally friendly way to allow green travel to remain a viable alternative.

Whilst there is ongoing discussion around the possible use of hydrogen as an alternative fuel source, to date these exchanges have focussed on haulage and logistics as opposed to domestic travel. Despite its relative cleanliness, the use of hydrogen does come with its own significant risk factors.

1. Reducing consumption-based emissions

There are a number of measures being taken, at both local and national level, to reduce consumption-based emissions and those arising from supply chains generally. For example, mirroring measures taken by central government, Manchester has indicated its intention to phase out single-use plastics and other non-recyclable products.

The last few years have seen an increasing behavioural and cultural shift towards the circular economy, and away from the take-make-use mentality. The national government has stated its desire to avoid all avoidable waste by 2042 and although this objective will not be achieved overnight, regulations are already in force working towards this aim, such as the successful introduction of the plastic carrier bag charge in 2015, and the prohibition on sale and supply of plastic straws and single-use cutlery.

In addition, the UK has recently seen the introduction of the Plastic Packaging Tax and Extended Producer Responsibility regulations, both of which serve to impose waste management cost obligations on businesses for the packaging they generate and handle.  Whilst the purpose of these regulations is to encourage and incentivise durability, repairability and recycling, and move away from disposal as the default option at a product’s end of life, the additional costs generated are almost certainly going to be passed on throughout the supply chain.

Businesses need to start considering now whether any of their produced items can be redesigned using environmentally friendly components, or re-packaged in a way that supports environmental targets.

1. Carbon storage and sequestration

Manchester is eager to promote carbon storage solutions, and has introduced a Green and Blue Infrastructure Strategy which includes an intelligence-led approach to tree and hedge planting.

To date, over 7,000 trees have been planted, as well as five community orchards, with the aim of not only increasing the aesthetic attractiveness of the urban area, but also to best position the city ahead if expected future climate changes. 

1. Influencing behaviour

The Council is eager to be seen as leading by example and, in turn, influence the behaviour of others. For example, to date it has embedded zero carbon as a priority into its Service Plans, has appointed three Neighbourhood Climate Change Officers, and has arranged both private and public lobbying of the GM Pension Fund to divest from investment in fossil fuels.

That being said, change will not come overnight and there also needs to be a degree of consensus and agreement as to how and in what way cultural changes are expected to occur. There is already discussion within the UK, as well as other countries, regarding the implementation of ’15 minute cities,’ programmable digital currency and, at its extreme, social credit scores. These are highly overt ways of compelling an expected behaviour, but are likely to meet resistance in the event of their unilateral imposition.

At this stage, the Council encourages individuals to take responsible actions – which can also be replicated across businesses – including:

• Repair and recycling of items, rather than replacement;
• Avoiding the use of single-use plastics;
• Increased use of public transport;
• Installation of energy-efficient utilities; and
• Re-wilding and increasing greenery.

Conclusion

The Combined Authority states that it ‘takes climate change seriously,’ and the objectives it seeks to achieve are to be welcomed. The decarbonisation objectives are not simply to meet Government guidelines, but are also intended to provide a framework for others to follow and to improve the lives of those living and working within Manchester.

However laudable the objectives are – at both a local and national level – they are not without their real and significant obstacles, which do need to be addressed before the aims can be fully realised.  Certainly, the objectives cannot be achieved overnight, in isolation, nor by one city alone. That is not to say that the aims should not be pursued, but they do require a considered and coordinated approach across numerous authorities.

Although many of the details as to the future landscape and specific actions expected of both businesses and individuals remain to be confirmed, the direction of travel is clear.

In the absence of a statutory compulsion to do so, we recommend that businesses undertake an internal review of their systems, production methods and environmental impact as soon as possible, to identify areas where more could perhaps be done. This process will help to position organisations in the most favourable position for further environmental regulations, which are undoubtedly on the horizon, and will also help work towards those collective aims intended to be achieved by the Combined Authority.

In our next blog in the series, we will cover the issue of transport and travel.

Picture: The Tower of Light – Manchester’s low-carbon energy centre (credit: Philip Openshaw)

Once again, both individual lawyers and teams at Pannone Corporate have featured strongly in this year’s Chambers 2024, consolidating the impressive showing in the Legal 500 rankings, which were announced last month.

Chambers and Partners identifies the best law firms globally, from multi-nationals to boutiques, based on independent research and analysis of feedback from clients, peers and the wider market.

Highlights from this year’s Chambers 2024 include:

• The Corporate team maintaining their Tier One band for the second successive year
• The IP and Media team continuing their strong run in Tier Two, having moved up in the 2022 rankings
• The litigation team making it seven years in a row as a Tier Three ranked team
• In Employment, partner, Fiona Hamor has been ranked individually, along with David Walton and Bill Dunkerley in the Health & Safety team
• Both Gareth Birch (Real Estate) and Daniel Clarke (Restructuring and Insolvency) feature individually for the second successive year
• In total, Pannone has 12 individually ranked lawyers, with four on the ‘ones to watch’ list.

So, what do our clients say about us?

Corporate: “They understand the market and the needs of clients and formulate them into pragmatic solutions.”

Employment: “A great all-round team of high-level thinkers with the ability to transfer that knowledge into actionable solutions.”

Litigation: “No stone is left unturned and every correspondence is well considered.” 

IT: “Pannone’s commercial awareness is a key distinguishing factor of them as a firm.”

Commenting on this year’s results, senior partner Paul Jonson said: “It’s excellent to see such positive feedback from clients, highlighting our strong and client-orientated approach, robust and highly professional advice, ability to translate complex legal matters, and a clear commercial awareness – all important and consistent qualities across the firm.”

Chambers produces annual rankings of teams and individuals according to their area of specialism. They take into account: client service; technical legal ability; depth of team; commercial vision and business understanding; diligence and value for money.

Pannone Corporate has strengthened its cross-sector expertise, after being appointed by a trio of high-profile clients – TalkTalk, Silentnight, and ExamWorks.

The North West law firm will provide legal support to UK connectivity provider, TalkTalk, which operates Britain’s biggest unbundled broadband network, while the firm has also recently been appointed by renowned sleep brand, Silentnight.

In addition, Pannone has joined a panel of external advisers for ExamWorks – a market leading service provider to the insurance, legal, and healthcare sectors. The company specialises in a range of services, including accident aftercare, medical reports, health assessments and rehabilitation treatment.

Paul Jonson, senior partner at Pannone Corporate, said: “We’re delighted to be appointed by such respected brands – each of which has carved out a strong, market leading position in their chosen sectors. To be aligned with key industry players is a step forward in our growth journey.

“It’s also really pleasing that each of the brands is North West born and bred, while possessing a national and international reach that demonstrates the strength and depth of our regional economy. We look forward to working alongside TalkTalk, Silentnight, and ExamWorks moving forward.”

Earlier this year, Pannone was appointed by The Lowry, New Balance and Beauty Bay, strengthening its retail and leisure credentials.

Pannone Corporate has announced the promotion of five people, as it continues to invest in future talent across the law firm.

Effective from 21 July, Arshnoor Amershi has been promoted to Associate Partner in the Corporate team, having joined the North West firm as a trainee solicitor in 2011. Ranked as an ‘Associate to watch’ in leading legal directory, Chambers and Partners UK, Arshnoor specialises in all aspects of corporate legal work, including mergers and acquisitions, disposals, and debt and equity investment.

She recently advised on the sale of Up & Away Aviation – a provider of aircraft cleaning and detailing services – to US-based group, Unifi Aviation. Unifi is the ground aviation services company that forms part of the Argenbright Group, which Pannone has previously acted for on its cross-border strategic investment in risk-led intelligent security solutions provider, Amberstone Security.

Arshnoor is joined by Andrew Walsh who, having qualified as a solicitor in 2017, is also promoted in the Corporate team, becoming a Director. Andrew was instrumental in assisting Dutch client Boels Rental and French-listed company Visiativ SA continue their buy and build strategy in the UK.

In the last 12 months, the Corporate team has seen unprecedented activity levels and headcount has risen from 10 to 14 as a result, putting the team in a perfect position to capitalise on significant growth opportunities in the market.

Commenting on the promotion, Arshnoor said: “I’m delighted to have been promoted to Associate Partner in the Corporate team, as we continue to make our mark in the North West M&A market.

“Having joined the firm as a trainee solicitor, it’s hugely satisfying to have moved up through the ranks, while playing a part in the growth of the firm. It really is an exciting time to be at Pannone, as the firm’s growth story continues to unfold.”

In total, Pannone has promoted five people. These include the promotion of three lawyers to Senior Associate in the well regarded Dispute Resolution team – Callum Halley, who specialises in commercial disputes and who joined the firm in 2019;  Gemma O’Brien, who also specialises in commercial disputes and joined Pannone in the same year; and Elizabeth Walsh, who joined the firm in 2018 and advises on contentious trust and probate disputes, as well as commercial disputes.

Paul Jonson, senior partner at Pannone, commented: “Pannone has an unwavering commitment to invest in people. Our staff represent the future of the firm and have an integral role to play in helping us to reach our long-term goals.

“The promotions are all thoroughly well-deserved and testament to the passion and dedication of our team.”

With a year under his belt at Pannone Corporate, we speak to real estate solicitor, Dominic Beddow, on his legal career so far, the importance of being able to ‘switch off’ from the day job, his passion for the Toon Army, and his mission to ‘indoctrinate’ his wife and daughter into Geordie life!

Tell us a little bit about your experience before joining Pannone in April 2022.

“I started my legal career in 2016. At the time I was a paralegal specialising in landed estates. My role primarily involved dealing with first registrations of land, Farm Business Tenancies, generational tax planning (Inheritance Tax), and registration and sales of woodland.

“During my training contract, I did seats in commercial real estate (mainly landlord and tenant issues), corporate (predominantly buying and selling of pharmaceutical companies and dentistry practices), as well as employment, where I acted for employers dealing with wrongful termination claims, and also large-scale redundancy exercises.

“After qualifying in October 2020, I went into the ground rents team, where my work primarily involved asset management for a large freeholder, dealing with anything from simple Deeds of Variation and Licences for Alterations, to managing the legal side of large works projects, such as merging multiple flats/properties into one.”

What route did you go down, in terms of training and qualifications?

“I studied Law with Business at the University of Liverpool, before completing the Graduate Diploma in Law at BPP Liverpool. I then moved to Chester, where I started legal life as a paralegal, whilst simultaneously studying the Legal Practice Course at the University of Law at the weekends. I completed my LLM Masters around the time I started my training contract.”

Why did you choose this route?

“During my A-Levels, I was still torn between a career in law and one in business, and so I decided to undertake a combined honours degree. I enjoyed both disciplines, but it was clear from an early stage in my undergraduate degree that law was the route I wanted to go down.”

Tell us about your role at Pannone?

“I am a solicitor in the real estate team. I primarily cover landlord and tenant based issues, with a specific focus on leases of units in major shopping centres. I also deal with purchases of development land, advice regarding overage, assents of land, and general transactional work.”

What was it that attracted you Pannone?

“I had trained and qualified at the same firm in Chester, which is a fantastic city and one which I am proud to call home, but it’s a relatively small legal community compared to Manchester. I was ready to make a move to a new firm and a new city.  I’d heard great things about Pannone, and got in contact with managing partner, Nicola Marchant, who invited me in for an informal chat. After a further conversation with the senior team, I knew straightaway that Pannone was the perfect firm for me.”

When it comes to the day job, what is the most satisfying aspect?

“It has to be learning something new on a daily basis, and never being allowed to remain within your comfort zone!”

What does a typical day look like?

“Every lawyer will say this but, quite simply, there is no such thing as a ‘typical day’.  I will sign off for the day with a good idea as to what the next will involve, but it’s very rare for that not to change. Business never sleeps, so I often start my day dealing with new matters which have come in overnight. Every day is different, which is a challenge, but one I enjoy.”

What are your career ambitions?

“I aspire to become a partner one day but, more importantly, I want to reach a stage where I am confident in as many aspects of my role as possible, with a following of clients who can always rely on me to be able to deal with anything they throw at me.”

If you were managing partner for the day, what’s the first thing you would do? 

“I would introduce a family fun day! Lawyers generally have an inability to ‘switch off’ – even when we’re not working, we are thinking about what needs to be done, which can sometimes impact on those around us. As such, I would introduce a day, every so often, when families are invited to the office, where they can meet the team, take part in fun activities, and see what we do. Looking after your own mental health is so important, particularly in a fast-paced working environment. Something like this could really make a positive difference.”

What can the legal profession do to better support clients? Does anything need to change?

“For me, it’s about delivery of information. We spend a large part of our lives learning the theory of law, the technical aspects, and how to think and speak like a lawyer. This is great for passing exams, but often doesn’t translate well to clients, who typically want a straight answer, delivered in a user-friendly manner.

“Law can also be portrayed in a certain way – think Harvey Specter in the television series, Suits! However, the reality is somewhat different. You meet such a wide variety of people in this job, from all walks of life, and I would like to see this side portrayed more.”

What would you be doing if you didn’t have a career in law? 

“If I didn’t have a career in law, I would love to be involved in the business side of football.”

What do you enjoy doing outside of work?

“I’m a relatively new father, and I enjoy nothing more than taking my daughter to Chester Zoo. She adores animals, and her excitement during those long walks around the zoo are positively infectious!

“Outside of family life, I am a passionate (sometimes overly passionate) Newcastle United fan. I don’t get to as many games as I used to since my daughter was born, but I have worked hard to indoctrinate my partner and daughter into Geordie life, much to the dismay of my partner’s Liverpool-supporting family!”

A 14-strong team of Pannone fundraisers took to the streets on Sunday to compete in the 20^th Great Manchester Run.

Taking part in both the 10k race and the half marathon, the team raced around the streets of the city, taking in sights such as Beetham Tower and Old Trafford Football Ground, before finishing the race along with more than 25,000 other participants.

The Pannone team were raising money for one of the firm’s chosen charities, St Ann’s Hospice, with more than £2,500 being raised so far.

Paul Jonson, senior partner at Pannone Corporate, said: “Congratulations to everyone who completed the Great Manchester Run, in what were very hot and sunny conditions!

“It’s fantastic to see so many of the team coming together to support one of our chosen charities, St Ann’s Hospice – an amazing charity which carries out such vital work across Greater Manchester. It’s also really pleasing to see the values and ethos of the firm come to life on the streets of Manchester.”

St Ann’s Hospice is a Manchester institution and one of the oldest and largest adult hospices outside of London. It provides care and support to people with life-limiting illnesses, as well as to their families and carers.

The Pannone team have a number of other charitable events lined up in support of the charity, including a Tough Mudder challenge later this year. If you would like to support the team, please visit https://www.justgiving.com/fundraising/pannone-corporate-llp

Michael McNally lives in Heswall on the Wirral and is an associate partner in Pannone’s employment team. In this instalment of My Life in Law, he tells us about his 17-year career in law and what’s changed in the industry during that time.

What was your experience prior to joining Pannone?

I qualified in 2006 and have always specialised in employment law, even spending some time before qualification working as an employment law advisor. Before joining Pannone in September 2020, I worked at Hill Dickinson and Freeths.

I’ve always worked in commercial employment law advising employers and have particular experience working with clients in care, retail, transport and logistics, leisure and retail, and manufacturing. I’m also an experienced employment tribunal advocate.

What’s your current role and why did you join Pannone?

I joined as a Director and became an Associate Partner last year. The firm has a great reputation, both for the quality of its work and culture. Having worked here for a couple of years, I’ve not been disappointed in either regard.

What route did you go down, in terms of training and qualifications?

The standard route for my generation of law at university, LPC in the Chester College of Law, followed by a training contract. I did approach things a little differently though and did my training contract in local government at Chester City Council, as it was then.

Why did you choose this route?

I wouldn’t say I chose it, as such – it just seemed the most obvious way of becoming a solicitor at the time. With hindsight, I appreciate you don’t need to do a law degree at university to become a lawyer. If I had my time over again, I would have done a non-law degree and then the conversion course before the LPC.

What is the most satisfying aspect of your job?

Understanding what the client wants to achieve and then helping them to achieve it. I enjoy the technical side of the law, but working with the client is the most satisfying part of the job.

What does a typical day look like?

There isn’t one! The best thing about being an employment lawyer is the variety.

A day could include drafting an article first thing, then working with the corporate team on a transaction. After lunch, there could be a preliminary hearing in the employment tribunal by video and, later in the day, I could be on a call with a client’s HR Director and CEO discussing a re-organisation.

If you were managing partner for the day, what’s the first thing you would do? 

Give myself a long-term contract in the role, as I’m not going to get much done in a day!

What would you be doing if you didn’t have a career in law? 

My original reason for going into law was because I thought it would be a good way of becoming a football agent, so maybe I’d have ended up doing something like that! Although, to be honest, it’s not a job I would want now, but when I was 15 it seemed like a great career!

What can the legal profession do to better support clients? Does anything need to change?

I have been lucky enough to work at firms and with lawyers who I think do a very good job of supporting clients. The focus should always be on providing the client with responsive commercial advice.

Going forward, I think law firms will need to offer a wider range of business services than they do now – similar to how many accountancy firms will offer other services (including legal support in some cases). The profession is also going to need to adjust to the changes that technology will bring, particularly in respect of AI.

What do you enjoy doing outside of work?

Being a Liverpool season ticket holder; I enjoy going to regular Champions League finals!

Do you have any particular skills/talents that your work colleagues may not know about?

This is more of a talent that I wish I had, but I went through a phase a few years ago of tinkering with watches. I still aspire to assemble my own watch one day – making one may be beyond me!

600-miles, nine consecutive days and a lot of mud and rain later, employment partner Jack Harrington has conquered the notorious Vietnamese Ho Chi Minh trail – all in the name of charity.

Along with six friends, Jack set off on the once in a lifetime charity challenge at the end of March, cycling from Hanoi in the north of the country, before heading south through jungle routes and mountains to Hoi An. In often hot, wet and muddy conditions, the group cycled between 95 and 140 kms each day, spending two consecutive days covering around 200 miles.

The cycling feat, which was delayed for three years due to the COVID-19 pandemic, was completed in memory of friend Dean Masom, with money raised being donated to The Dean Masom Hope Tribute Fund (supporting The Christie) and Once Upon a Smile, the only charity of its kind to provide emotional and practical support to bereaved families.

Jack said: “Sadly, in 2010 we lost our friend Dean, who died at just 39 from a brain tumour. When we agreed  to embark on this cycling challenge we decided to use it to raise money for the memorial fund set up in Dean’s name to support the incredible work that is carried out at The Christie into cancer research and treatment, while also supporting the brilliant work done by Once Upon a Smile.”

 On his return from Vietnam, Jack said: “This was by far the hardest thing I have ever done, but we all managed to finish it!

“It’s fair to say that we’re all exhausted after cycling nearly1,000 km over nine days through a mixture of gruelling heat, driving rain and kamikaze drivers! On the final day, in temperatures over 30 degrees, we climbed the infamous Hai Van pass and eventually finished the ride in the lovely town of Hoi An. We’re delighted to report that, together with the original sponsorship, we have raised nearly £10,000 for two fantastic charities.”

If you would still like to donate, visit https://www.justgiving.com/team/velovietnam1

In our latest instalment of My Life in Law, we catch up with employment solicitor, Lorna Shuttleworth.

She tells us all about her career journey with Pannone over the last five years and why she’d love to see more animals in the office!

When did you join Pannone Corporate?

I first joined Pannone Corporate in April 2019 as a paralegal in the real estate team. I left in September 2019 to complete my LPC and returned in September 2020 to start my training contract.

I’m now a solicitor in the employment team after qualifying in September 2022.

What was your role/experience prior to joining?

I graduated from university in 2018 and went to work for an investment platform in Salford Quays. My role was two-fold: Quality and Audit Supervisor; and CASS SME. I split my time between monitoring compliance with the FCAs CASS rules, training members of the client services team, and carrying out quality checks and audits.

Prior to and during my studies, I also worked in various roles including as a sales assistant at Next and in hospitality at Manchester United.

Why did you join Pannone?

Whilst at university, I undertook various vacation schemes and had a number of interviews at large national firms, but I didn’t feel that they were quite right for me. I decided to try a different industry but, after a few months, I realised that wasn’t for me either.

I came in to discuss the paralegal position at Pannone and was surprised at how welcome I was made to feel from the first day. I could tell that I would be supported and valued as part of a team.

What route did you go down, in terms of training and qualifications?

I studied law at the University of Leeds and graduated in 2018, moving away from law for a short while before starting as a paralegal at Pannone in April 2019. I then went on to complete the LPC alongside an LLM (Masters in Legal Practice) at BPP in Manchester and returned to Pannone to start my two-year training contract in September 2020.

Why did you choose this route?

I decided whilst doing my GCSEs that I wanted to pursue a career in law and knew early on in my degree that I wanted to be a solicitor. At the time, this was really the only route which was openly discussed for qualifying into private practice.

What is the most satisfying aspect of your job?

Finding a solution to a particularly challenging issue is always satisfying – one of my favourite parts of this role is that there is always a new challenge cropping up; it never gets boring!

What does a typical day look like?

Every day is different. In the employment team, we deal with both contentious and non-contentious matters, so I might be reviewing contracts and handbooks, or preparing for a tribunal. Most days, there are urgent queries to deal with, which could relate to any day-to-day employment issue from disciplinaries, grievances or managing sickness absence.

What are your career ambitions?

Personally, I’d like to keep learning and continue to improve. Over time, I’d also like to offer the same level of support that I have received to more junior members of the firm and help them to develop.

If you were managing partner for the day, what’s the first thing you would do? 

Bring in a ‘Cats in the Office’ policy – having my cat roaming around and popping up on video calls is the main thing I miss about working from home!

What would you be doing if you didn’t have a career in law? 

When I was at school, I always said I wanted to be a graphic designer – unfortunately, I wasn’t too talented at art or IT! I’d also love to do interior design, so maybe something creative.

What can lawyers/the legal profession do to better support clients? Does anything need to change?

At an individual level, I think we can all be better at open and honest communication, keeping clients updated – and avoiding ‘lawyer talk’!

In terms of the legal profession more broadly, more diversity and inclusion across the board would be beneficial – it would help us to better understand the needs of our clients and, as a result, support them in more appropriate way. I think the legal profession is becoming more inclusive gradually, but there is still more to be done.

What do you enjoy doing outside of work?

Since we spend a lot of our time at a desk, I love getting out for a walk somewhere quiet at the weekend when the weather allows! On a rainy day, it’s relaxing at home with my cat, Merlin. I also have a season ticket for Manchester City, so I go to matches with my Dad and Grandad.

Do you have any particular skills/talents that your work colleagues may not know about?

I used to do Latin and ballroom dancing when I was younger, although I’m not sure I’m very skilled in that anymore!

Employment partner Jack Harrington is taking on the notorious Vietnamese Ho Chi Minh trail later this month, as part of a charity challenge in memory of friend Dean Masom.

The seven-strong group – who were supposed to take on the cycling fundraiser three years ago, but had to cancel it due to the COVID-19 pandemic – will set off on 26 March.

The team will cycle for nine consecutive days, starting from Hanoi in the north of the country, before heading south through jungle routes and mountains in temperatures reaching up to 35 degrees. Cycling between 95 and 140 kms each day, they will spend two consecutive days covering around 200 miles, before finishing their once in a lifetime challenge in Hoi An.

So far, Jack and the team have raised £3,500, which has already been donated to their chosen charities – The Dean Masom Hope Tribute Fund (supporting The Christie) and Once Upon a Smile, the only charity of its kind to provide emotional and practical support to bereaved families. The group now hopes to raise a further £3,500 three years on from when the initial trip was set to start.

Jack explains: “Sadly, in 2010 we lost our friend Dean, who died at just 39 from a brain tumour. When we agreed  to embark on this cycling challenge we decided to use it to raise money for the memorial fund set up in Dean’s  name to support the incredible work that is carried out at The Christie –into cancer research and treatment, while also supporting the brilliant work done by Once Upon a Smile.

“The small matter of a global pandemic may have set us back a few years, but we’re determined to take on the infamous Ho Ch Minh trail. After several training rides in Spain, we’re now set to finally begin the challenge later this month.”

The Dean Masom Hope Tribute Fund was set up to support brain tumour research at The Christie. Currently little is known about brain tumours, with research projects only receiving minor funding at present.

Jack added: “Throughout Dean’s life, and brief illness, he made those who loved him very proud and was a keen fundraiser. I’m sure he’d be very proud of the tribute fund and the work it’s helping to support, as well as everyone involved.”

Pannone Corporate is one of a number of corporate sponsors supporting the team’s efforts on 26 March. These include: Northstone, Peel L&P, Aptus Utilities, Eurogold, E3P , NJL Consulting,  Daintree, Verlingue  and Tritech.

Paul Jonson, senior partner at Pannone Corporate, said: “We’re absolutely delighted to be supporting Jack and the team on what is an epic challenge. After months of training, and years of waiting, they’re all set to take on Ho Chi Minh trail  and raise money for two extremely worthy causes. We wish them all the very best on their nine-day challenge.”

If you would like to donate to the challenge, visit https://www.justgiving.com/team/velovietnam1 

Pannone Corporate has strengthened its retail and leisure credentials with a trio of client wins, after recently being appointed by The Lowry, New Balance and Beauty Bay.

The North West law firm will provide legal support to the renowned North West arts centre, The Lowry, while the firm has also recently been appointed to the legal panel for New Balance – a global sports footwear and apparel manufacturer. In addition, Pannone has joined the legal panel for skincare and cosmetics retailer, Beauty Bay.

Paul Jonson, senior partner at Pannone Corporate, said: “Retail and leisure remain a core part of our experience, and we are delighted to kick off the first quarter of the year with such positive additions to our expanding client portfolio.

“The Lowry, New Balance, and Beauty Bay, are all prominent brands across key their own retail and leisure sub-sectors, and help to strengthen our industry credentials in the regional market, across a range of teams and specialisms.”

Last year, Pannone was appointed by Costcutter and The Fragrance Shop, as well as being reappointed to the Boohoo Group legal panel. Pannone Corporate works alongside a growing list of retail and wholesale businesses including Bestway and Iceland.

Jonson added: “Retail and leisure are hugely varied and constantly evolving sectors, which continue to demonstrate dynamism in the face of strong economic headwinds and changing consumer dynamics. Whether it’s sports, fashion, arts and culture, or beauty, each has distinct challenges and opportunities. Our team is perfectly placed to support clients as they continue on their growth journey – both domestically and overseas.”

Pannone Corporate has announced the promotion of two longstanding members of the team to Partner.

Effective from 3 February, Jonny Scholes has been promoted to Partner in the firm’s Dispute Resolution team. Jonny has been with Pannone since its inception in 2014, having previously worked at Pannone LLP joining in 2005. Jonny has built up a strong reputation in his field, particularly in the area of contentious trusts and probate – a top tier practice area for the firm in the Legal 500 rankings.

He is joined as Partner by Daniel Clarke, who leads the Corporate Recovery and Insolvency practice at Pannone. Like Jonny, Daniel joined Pannone LLP nearly 20 years ago and qualified in 2006. Daniel advises on all aspects of corporate and personal insolvency, including administration, bankruptcy, CVAs/IVAs, and restructuring and re-organisation.

Commenting on his promotion, Dan said: “I’m delighted to have been promoted to Partner alongside Jonny, during what is an exciting period of growth for the firm. The investment we make in talent is integral to our ongoing success – not just for the Corporate Recovery and Insolvency team, but for the firm as a whole.”

Jonny added: “I’m very proud to have been promoted to Partner and I look forward to helping Pannone continue to flourish alongside a group of wonderful and hard-working people.”

The promotions follow a number of recent appointments, as the firm continues to invest in future talent. As part of the recruitment drive, Joshua Dolan joins the firm as a solicitor in the Dispute Resolution team; Will Newman has been appointed as a solicitor in the Real Estate team; Ciara Scanlon joins in the Employment team as a solicitor; Natasha Mafunga has been appointed as a solicitor in the Dispute Resolution team; Jack Taylor further strengthens the Dispute Resolution team, also joining as a solicitor; with Renée Neophytou completing the raft of appointments, joining the Corporate team as a solicitor.

Paul Jonson, senior partner at Pannone, commented: “Each promotion and appointment represents Pannone’s commitment to investing in our people and the future of our business.

“The Partner promotions are thoroughly well deserved. Jonny and Dan have both demonstrated true commitment, dedication and passion to the firm, acting as a real example to those rising through the ranks, and they should be incredibly proud of their achievements.”

North West law firm, Pannone Corporate, has announced the promotion of seven people across its team, including two promotions to Associate Partner.

Effective from 21 July, Bill Dunkerley has been promoted to Associate Partner in the firm’s Regulatory team. Since joining the firm in 2019, Bill has quickly built up a strong reputation in the area of regulatory interventions and prosecutions, including corporate and gross negligence manslaughter, health and safety offences, with extensive experience advising and assisting care providers.

He is joined as Associate Partner by Michael McNally, who joined the Employment team last year as director. He advises employers on all aspects of employment law, including regular representation and advocacy in the Employment Tribunal. He has particular experience working with businesses in the care, manufacturing, transport and logistics, retail, leisure and hospitality sectors.

Commenting on his promotion, Bill said: “I’m delighted to have been promoted to Associate Partner alongside Michael, during an exciting period of growth for Pannone Corporate.

“It’s a real honour to have moved up through the ranks, as we look to build on the momentum achieved across the Regulatory team, and the firm as a whole.”

In total, Pannone has promoted seven people. These include: Arshnoor Amershi, who has been promoted to Director in the Corporate Services team, where she specialises in all aspects of corporate legal work, such as M&A and disposals, reorganisations and restructuring; Andrew Walsh, who joined Pannone as a trainee solicitor seven years ago, rising up the ranks to become Senior Associate in Corporate Services; and James Brandwood, who has been promoted to Senior Associate in the Real Estate team. In addition, Radhika Das, who joined as a Legal Executive in 2018, has become an Associate in the Employment team; together with Lauren Beech, who has been promoted to Associate in Commercial Services.

Paul Jonson, senior partner at Pannone, commented: “These promotions represent Pannone’s commitment to investing in our people and the future of the firm.

“The Associate Partner promotions are thoroughly well deserved. Bill and Michael have both demonstrated a clear focus on both technical excellence and commercial advice  in a short space of time, to provide a high quality service to clients. Everyone who has been promoted should be incredibly proud of their achievements.”

The promotions follow the recent appointments of Paul Jagger as Debt Recovery Manager, joining from Ward Hadaway, together with Dominic Beddow, solicitor in Real Estate, Lauren Whittaker, Foreign Lawyer, Regulatory, and Belinda Cheung, Associate, Corporate.

North West law firm, Pannone Corporate, has strengthened its team with a number of appointments, as it continues to invest in future talent.

As part of the latest recruitment drive, Joshua Dolan joins the firm as a solicitor in the Dispute Resolution team, where he will provide support across a range of areas, including advising on disputes for international clients. With particular experience in the UK and European transport sector, Joshua previously worked on the first ever collective proceeding case granted by the Competitions Appeals Tribunal on an “opt-in” basis.

He is joined by Will Newman who has been appointed as a solicitor in the Real Estate team. He will work alongside partners James Harris and James Wynne. He will be responsible for advising on a wide range of transactions, including titles, refinance and leases for both landlords and tenants across a range of sectors, including hospitality, industrial and retail.

Ciara Scanlon joins in the Employment team as a solicitor. Having recently qualified as a solicitor, she will support the team in delivering employment law advice, as well assisting in employment tribunal claims.

Ciara is joined by Natasha Mafunga who qualified in 2020. Natasha has been appointed as a solicitor in the Litigation and Dispute Resolution team, where she will work across the team’s specialisms, including contested trust and probate matters and commercial litigation.

Jack Taylor further strengthens the Dispute Resolution team, also joining as a solicitor. Jack will have a particular focus on Real Estate litigation, providing practical and commercial advice to a range of clients across the team’s key sectors.

Renée Neophytou completes the raft of appointments, joining the Corporate team as a solicitor, working alongside partners, Mark Winthorpe, Tom Hall, and Tim Hamilton. Renée will assist clients on issues including mergers and acquisitions, disposals, joint ventures, and shareholder reorganisations.

Paul Jonson, senior partner at Pannone, said: “We’re delighted to welcome our latest recruits to our growing team.

“As a firm, we’re committed to hiring and investing in young talent. We recognise the value they can bring to the firm and our clients and I’m confident they will all be a real asset across our Dispute Resolution, Corporate, Employment and Real Estate teams.”

Joshua Dolan commented: “Pannone has an excellent reputation for the diversity and quality of its work, as well as its portfolio of clients. I was also attracted by the great team dynamic, not just within Dispute Resolution team, but across the entire firm, and I’m delighted to be joining at such an exciting time, in terms of growth and opportunity.”

The Legal 500 rankings have been released, with Pannone Corporate once again performing exceptionally well in the annual listings. In total, 26 lawyers feature in Legal 500 UK commentary for their standout contribution to their respective practices. This includes:

• Three ‘Hall of Fame’ lawyers
• Five ‘leading individuals’
• Two ‘next generation’ partners, and
• Three‘rising stars’.

The firm’s practice areas also continue to rank highly amongst those within the profession. Pannone has top tier practice areas in TMT/ media and entertainment and private client litigation. A further 12 practices areas are ranked and recommended in the listings. These cover:

• Corporate and commercial
• Dispute resolutions: commercial litigation
• Dispute resolutions: debt recovery
• Employment
• Employment: health & safety
• Finance: insolvency and corporate recovery
• Insurance: professional negligence
• Real estate: commercial property
• Real estate: construction
• Real estate: property litigation
• TMT: IT and telecoms
• TMT: intellectual property.

Paul Jonson, senior partner at Pannone Corporate, commented: “Once again, the firm has demonstrated both strength and depth in key practice areas, by delivering high quality, commercial and practical legal advice to clients across a broad range of sectors and specialisms.

“We’re delighted to be ranked so highly across a large number of core practice areas with 10 practice areas featuring in tiers three and above.

“The team continues to deliver exceptional work for our clients and this is shown in the number of individuals who are recognised by the Legal 500 – whether that’s seasoned professionals, or future talent coming through the ranks. What’s always particularly pleasing is the number of positive comments that are made by clients, which feature so prominently in this year’s research.”

Standout comments include:

‘This company really does work together to get the best advice and knowledge to give the client the best service and outcome.’

‘Pannone are highly professional, committed and thorough. Very personable and highly experienced, they cleverly see around corners and help protect concepts, IP and business projects for the future. Good to have alongside any venture.’

‘This practice exceeds all expectations and always meets our needs in full. There are a range of specialists available who always deliver exactly what we need.’

‘They know what we do, how we operate and have made themselves indispensable. They see risks, opportunities and weaknesses that we don’t; they go over and above the brief.’

‘The team’s strength lies in efficiently making complex matters understandable and providing practical tools to achieve the desired goal.’

‘Pannone Corporate strikes nicely the fine balance between the big law firm capacity to handle a complex case without losing the small law firm responsiveness and personal touch. They work and communicate well as a team. High-profile commercial litigators.’

‘Pannone Corporate is a firm with an extremely strong presence in property litigation. They have an excellent client base in the North West of England and are strong enough to take on a wide range of clients from around the country. The firm has achieved prominence through building in-depth expertise in its chosen fields.’

The Legal 500 analyses the capabilities of law firms across the world, with a comprehensive research programme revised and updated every year to bring the most up-to-date vision of the global legal market. The Legal 500 assesses the strengths of law firms in over 150 jurisdictions.

The results of Chambers 2022 have been announced with impressive results for individual lawyers and teams at Pannone Corporate.

Chambers and Partners identifies the best law firms globally, from multi-nationals to boutiques, based on independent research and analysis of feedback from clients, peers and the wider market.

Chambers produces annual rankings of teams and individuals according to their area of specialism. They take into account: client service; technical legal ability; depth of team; commercial vision and business understanding; diligence and value for money.

Commenting on this year’s results, senior partner Paul Jonson said: “We’re delighted that so many individuals and teams have been acknowledged in this year’s Chambers rankings, with particular note to our Intellectual Property team, which has moved up to tier two.

“It’s excellent to see such positive feedback from clients, highlighting our strong and client-orientated approach, robust and highly professional advice, ability to translate complex legal matters, and a clear commercial awareness – all important and consistent qualities across the firm.

“I’d like to congratulate everyone who’s been included in this year’s rankings for their continued hard work and commitment to delivering a first-class service to clients across all specialisms.”

The rankings 

A six-strong Pannone team took part in the annual Manchester Legal Walk earlier this week, to raise money for the North West Legal Support Trust – the local arm of the Access to Justice Foundation, which funds local advice services.

Money raised from the 10km walk, which started at Manchester Civil Justice Centre, before heading out to Chorlton-on-Medlock and finishing at the Manchester Chamber of Commerce, will be used to help local agencies keep operating and provide access to justice to as many people as possible.

The event, which involves both legal professionals and justice advocates, takes place each year in 27 cities across the UK, including Liverpool, Leeds, London, Birmingham and Glasgow.

Ben Blatch-Hanlon, a solicitor in the dispute resolution team, has taken part in a number of walks in three previous locations. He was responsible for organising the team’s involvement in this year’s event. Walkers included Lorna Shuttleworth, James Brandwood, Georgina Bligh-Smith, Heather Morris, and Emma Hafez.

Ben said: “The Legal Walk is a fantastic industry event to be involved in, raising much-needed funds and awareness of a vital service that has been severely affected by the pandemic.

“Through the charitable efforts of the legal and justice profession, we can play a small part in helping to fund a service that offers free advice to some of the poorest and most vulnerable people in society – making a huge difference to their lives.”

The Legal Advice agencies work to help prevent homelessness, resolving debt problems, gaining care for the elderly and disabled and fighting exploitation.

If you would like to support the team and make a donation, simply visit:  https://uk.virginmoneygiving.com/team/PannoneCorporateLLP

Chambers and Partners identifies the best law firms globally, from multi-nationals to boutiques. Underpinned by independent research and analysis of feedback from clients, peers and the wider market, Chambers produces annual rankings of teams and individuals according to their area of specialism.

The rankings take into account: client service; technical legal ability; depth of team; commercial vision and business understanding; diligence and value for money. The results of Chambers 2021 have been announced with strong results for individual lawyers and departments at Pannone Corporate.

Commenting on this year’s results, senior partner Paul Jonson said: “Pannone Corporate is punching well above its weight in this year’s Chambers rankings. When you compare our team to the firms ranked at the same level as us, we have nearly twice as many individuals named – as a proportion of our headcount – than our closest regional counterpart.

“I’d like to congratulate the colleagues who have been recognised and our team as a whole. Our people are our greatest asset. Put them together, and it creates something that is even more compelling than the sum of its parts.”

The rankings