WOMEN IN BUSINESS LAW:Building the Talent Pipeline

#WIBL2015

Supported by

18 June, 2015 | Etc Venues – St. Pauls

www.iflr.com/WIBL2015

Sponsors

Women in Business Law: Building the Talent Pipeline18 June 2015, Etc Venues – St. Pauls, London

IntroductionThank you for attending the third annual IFLR Women in Business Law Forum.

This report seeks to summarise the day and to highlight the key findings.

After IFLR launched the inaugural event in 2013, we had a lot of very positive

feedback from delegates. The most frequent request was that we hold more

events and in particular, more opportunities for networking through the year.

In response we set up the IFLR Women in Business Law Group, a network that

sits on a LinkedIn platform. If you have attended the conference and you are not

yet a member, you are eligible to join. Visit www.iflr.com/WIBLGroup and

request membership of the group.

Since the group’s inception, we have held a networking drinks, a webinar on

unconscious bias and a seminar on what good leadership looks like. We will hold

in-person or online meetings once a quarter.

We also share best practice around women lawyers with the group members

and we interview high profile women lawyers and executives. In the last 12

months those interviews have included: BT lawyer Cecila Plaidy; Susan

Vinnicombe, professor of women and leadership and director of the International

Centre for Women Leaders at Cranfield School of Management; businesswoman

and entrepreneur Dana Denis-Smith; Rugby Football Union’s legal and

governance director Karena Vleck; and senior counsel at eBay Lucy Burch.

The Women in Business Law Awards remain a staple of our events calendar in

Europe, the Americas, Asia and Australasia. The dinners reward firms for

innovation around women lawyers and recognise the best women lawyers in

each jurisdiction. We are pleased to note that over in the five years since we

launched the awards, law firms, corporates and banks continue to improve their

efforts in making the workplace a more equal environment.

The awards have given us the opportunity to explore some of the issues in

greater detail and conferences such as the IFLR Women in Business Law Forum

(and the associated events over the year) continue to facilitate the sharing of ideas

and provide networking opportunities.

I’d like to take this opportunity to thank all of our speakers from the day. Also,

the conference would not have been possible without the support of our sponsors.

So many thanks to Arthur Cox, DLA Piper, Macfarlanes, Shearman & sterling,

Simmons & Simmons and White & Case.

I hope you enjoy the report and welcome any suggestions or comments.

Lauren Kerr

Conference Producer

Euromoney Legal Media Group

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EDITORIALManaging editor: Tom Youngtom.young@legalmediagroup.com+44 207 779 8596

Editor: Danielle Mylesdmyles@legalmediagroup.com+44 207 779 8381

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International Financial Law Review is published 10 times a year by Euromoney Institutional Investor PLC,London. The copyright of all editorial matter appearing in this Review isreserved by the publisher. No matter contained herein may bereproduced, duplicated or copied by any means without the priorconsent of the holder of the copyright, requests for which should beaddressed to the publisher. No legal responsibility can be accepted byEuromoney Institutional Investor, International Financial Law Reviewor individual authors for the articles which appear in this publication.Articles that appear in IFLR are not intended as legal advice and shouldnot be relied upon as a substitute for legal or other professional advice.The views expressed by contributing authors do not necessarily reflectthe views of the firm they work for.

Chairman: Richard Ensor

Directors: Sir Patrick Sergeant, The Viscount Rothermere, ChristopherFordham (managing director), Neil Osborn, Dan Cohen, John Botts,Colin Jones, Diane Alfano, Jane Wilkinson, Martin Morgan, DavidPritchard, Bashar AL-Rehany, Andrew Ballingal, Tristan Hillgarth

Printed in the UK by Buxton Press, Buxton, England.International Financial Law Review 2013 ISSN 0262-6969.

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The group provides year round development opportunities. It wasdeveloped with the following aims:

• To share best practice• To provide networking opportunities for women lawyers

Benefits of joining the group include:

• Invitation to the networking drinks, November 2015• Access to quarterly live and online panel sessions with expert

leaders• Articles commissioned by IFLR, posted on an online platform,

including:o Leadership series - bi-monthly interviews with senior women

lawyerso Best practice series - bi-monthly articles around innovative

talent management initiatives from our groups gold and silvermembers

Membership is free to in-house counsel. For more information go towww.iflr.com/WIBLGroup or email lauren.kerr@euromoneyny.com.

8.30 Registration and breakfast

9.00 Chair’s introduction and opening remarksDanielle Myles, editor, IFLR

9.10 The importance of building your network andbusiness development• Best practice for women’s networks in in-house and private

practice settings• Considerations in forming new women’s networks• Re-energising existing women’s networks• How to build your network: formally and informally • Using your network throughout your career• Practical tips on business development activity• Honing your business development skills

Eve Mulconry, partner, Arthur Cox (chair)Elisa Kerr, director, legal, BarclaysJacqueline Steven, director and associate general counsel,Bank of America Merrill LynchClare Richards, executive director & senior counsel, Goldman Sachs

10.00 Coffee break

10.20 Mentoring, sponsorship and coaching• How to find informal mentoring opportunities• Finding the right mentor within your organisation• Accessing external mentoring programmes• Ensuring your sponsor works well for you• Executive coaching: how to meet the next challenge in your

career

Agnès Dunogué, partner, Shearman & Sterling (chair)Marie-Anne Birken, general counsel, EBRDJulia Pearce, managing director, head of investment banking legal, Europe, Jefferies InternationalAntonia Lester, COO of the Leveraged Finance & Sponsors Group EMEA, Credit Suisse

11.10 The role of leadership in negotiating the pathto partnership or the board• Attributes of a strong leader• Bringing together a cohesive team• Adapting your leadership styles for successful outcomes• Making strategic career decisions• Developing your commercial sense• Formal and informal board targets: will this impact the

gender ratio and senior levels?• Alternatives to the board or partnership

Bonella Ramsay, partner, DLA Piper (chair)Diana Brightmore-Armour, UK CEO, ANZ; non-executivedirector, Berkeley Group HoldingsSheelagh Duffield, group general counsel & company secretary,The Miller GroupRebecca Hilsenrath, chief legal officer, Equality and HumanRights CommissionColin Kemp, managing director, telephone banking, LloydsBanking Group

Women in Business Law Forum 2015June 18 | Etc.venues St Paul’s

12.00 Lunch and networking

13.00 Breakout sessionsClient relationships Judy Ginsberg, director of clients &industries & Emma Parr, of counsel, White & CaseDeveloping confidence & personal impact Liz Rivers, women’sleadership coach & former litigator, EvershedsSponsorship Helen Hancock, partner & Ania Rontaler,partner, Simmons & Simmons

14.30 Coffee break

15.00 Workshop feedback – recommendations forchangeThe facilitators of the breakout sessions will provide feedback tothe audience

15.30 The road to general counselMaking it to the top of the legal ladder varies for each person.For many it begins in private practice. Some stay in oneorganisation. Others move between industries or between in-house and private practice roles. Hear the personal stories ofour panellists. How they met obstacles along the way andultimately how they succeeded.

Emmie Jones, partner, Macfarlanes (chair)Alison Kay, group general counsel & company secretary, National GridKirsty Cooper, office of the chairman, group general counsel & company secretary, AvivaLiz Walker, general counsel, BT Global Services

16.20 Close of seminar

IFLR Women in Business Law Group

#WIBL2015

Key panel takeawaysThe importance of building yournetwork and business development• Before sponsoring or becoming involved with an external

network, you need to make sure your values align;

• When setting up an internal network focused on women,

you need the men in senior leadership positions to be

involved;

• Networks need to be reassessed every few years to

reenergise them, and must draw on the suggestions of

their members – particularly new members – to keep it

fresh and deliver on its objectives;

• Before individuals think about proactively building a

network, they must identify and re-engage with their

existing network. Meeting up with old colleagues and

contacts face to face often leads to better opportunities

• Before identifying BD opportunities, take some time to

take a step back, look at bigger picture and what you are

trying to achieve be it in the next week, month and year;

• Networking is not just about getting something for

yourself. It results in a two-way relationship that can

evolve over the course of your career.

The role of leadership in negotiatingthe path to partnership or the board• Key attributes of a strong leader: good communicators -

open, honest and inclusive; clear decision makers - listening

to other perspectives but accountable; sharing successes but

not dodging difficult issues; creative, smart thinking; energy

and fun and high levels of EQ.

• Critically, strong leaders deliver results. In everything you

do, set clear objectives and deliver and report against them.

• Your leadership style may change over time, but must be

authentic to who you are. Look for opportunities to increase

your confidence as a leader, through training, watching other

leaders in action, speaking up and taking responsibility.

Look for opportunities to have P&L responsibility.

• Leadership is not about the strength of your subject matter or

technical expertise, but the strength of your leadership skills.

These skills can all be learned and honed.

• If you are not happy in your work environment or cannot get

the opportunities to round out your skills - Move on. Any

job you take should have a fear factor, otherwise it won't

challenge and grow you

• Stay visible, network within and outside your organisation

• Targets are needed throughout the talent pipeline and

must be measured and reported against. But other tools

are also key. E.g. unconscious bias training, championing,

flexible working.

• If a diversity target creates an opportunity for you -

GRAB IT…..and then make sure you DELIVER!

The road to general counsel• Having someone that can look at you objectively and

provide constructive advice is invaluable;

• Reverse mentoring works very effectively; it often teaches

the more senior person a lot as well;

• It’s important to try building relationships with many

people, rather than being wholly reliant on a single sponsor;

• Build and sustain your networks, including with former

colleagues, as you never know when your paths may cross

again;

• Quotas for shortlists, rather than positions, gives women

candidates a foot in the door

• In an audience vote on whether there should be women on

board quotas versus guidelines, the result was 50/50

• Many of those in the audience against quotas believed it

important to keep having the debate, as so much value

comes from having a dialogue on the issue.

Mentoring, sponsorship and coaching• Mentoring is more useful for building soft skills and

interpersonal relationships, as opposed to technical skills;

• It’s not always about monthly meetings, but about having an

open-door policy and picking up calls and emails;

• For mentoring to succeed participants must be open minded.

Men

• Mentors have different styles and demonstrate different ways to

be successful, so try to learn from many different individuals;

• Mentees must not be afraid to ask questions they think may be

perceived as silly or irrelevant;

• To be sponsored you generally need to be at a certain level of

your career, where you are looking to transition to the next

stage. If you aren’t at that level, then mentoring may be more

appropriate to help you get there;

• Before identifying/approaching a potential sponsor, you must

understand the structure of the workplace and who makes

decisions;

• Coaching is often perceived negatively and associated with

remedial needs. But is usually intended for people who are

taking on broader, bigger roles and transitioning in their careers;

• Coaching is very much about the soft skills. And it needs to be

fairly targeted

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• When asking for feedback from clients, request should be specific; refrain

from using on-line surveys and ensure prompt follow up on any issues

raised.

• Client/in-house teams want feedback on their own performance and the

performance of their teams (both high performers and under performers).

• External law firms should be mindful of asking for post pitch feedback

(when pitch was unsuccessful) – some clients find this difficult to articulate.

• External law firms should remember that one important component in

individual and team performance for many in-house teams is performance

against budget (particularly external legal spend).

• Value received and quality of relationships are important factors in how

legal instructions are awarded to external law firms.

• Request for clients to be as clear as possible when providing initial briefing

on legal matters (e.g. include practical points re fee updates, response times,

how information will be shared. Also be clear about deliverables – who

needs to provide what to whom and by when.)

Breakout sessionsClient relationships – recommendationsLed by Judy Ginsberg, director of clients & industries & Emma Parr, of counsel, White & Case

Judy Ginsburg, White & Case

Emma Parr, White & Case

• Creating opportunities for someone is a way of sponsoring them; sometimes

it happens without either person realising;

• There is little knowledge of formalised sponsorship schemes, it depends on

individuals seeking out a sponsor themselves;

• A line manager may be an obvious choice, but they don’t necessarily have to

be in your direct business

• A strong sponsor has direct experience with your strengths and abilities

• Rather than just focusing on trying to find sponsors, people need to pay to

attention to being sponsors.

Sponsorship – recommendationsLed by Helen Hancock, partner, & Ania Rontaler, partner, Simmons & Simmons

Helen Hancock, Simmons & Simmons

Ania Rontaler, Simmons & Simmons

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• Compared to men, women often believe they aren’t ready for partnership,

even when they have been approached;

• Women often have very high expectations of themselves and set the bar

very high, and if they are a perfectionist, their confidence can be hit if they

miss the mark;

• Being the first to speak in a meeting – even if it’s something introductory

and not related to the content of the discussion – can be a good way to make

sure you are heard later on;

• In a work context, it is important to not take things personally

• A quick way to shift your state of mind – ie confidence – is to change your

posture by extending your muscles. This is because 70% of communication

is body language, but also because of the hormones it triggers.

Developing confidence and personal impact –recommendationsLed by Liz Rivers, women’s leadership coach & former litigator, Eversheds

Liz Rivers, Eversheds

Firm case studiesShearman & SterlingStudies show that mentorship and sponsorship are critical to professional success.

Mentorship provides career guidance, training and frequently, friendship. For

incoming associates, mastering a practice area is a daunting enough challenge, let

alone building a career. Mentoring programs should alleviate some of these stresses

and set the participants up for success.

Shearman & Sterling offers both formal and voluntary mentoring programs. An

associate joining the firm is assigned a partner mentor in his or her practice group.

The firm considers myriad factors in order to create pairs with a strong chance of

developing into a trusting relationship.

The firm, at the suggestion of associate-run WISER (Women’s Initiative for Success

Excellence and Retention), has established the Associate Mentoring Initiative

(AMI), a voluntary mentoring program. The AMI enables mentees to request a

mentor they feel will best help them navigate the firm and their careers.

Firms should foster a mentoring culture, one that is communicated from

management as a necessary element of teamwork and excellence in service.

Shearman & Sterling recognizes that our lawyers’ success, whether they become

partners or go on to different roles, is critical to our success as well. As such, we

make mentoring a priority, giving our associates the tools to build both formal and

informal mentoring relationships. This approach is a win-win for lawyers at all

levels of the organization and the firm as a whole.

DLA PiperIn 2015, with support from both the US and international branches of

DLA Piper’s Leadership Alliance for Women network (LAW), the firm

created the Global Leadership Alliance for Women (Global LAW).

Global LAW’s focus is to enhance the excellent work that is already

under way in many of the firm’s offices. Specifically, Global LAW:

leverages best practices among existing local mentoring, skill

development and networking programmes; determines where specific

and additional initiatives and resources are needed; and ensures

continued focus, support and accountability of all programmes as

employees together to “shine the light” on the firm’s talented women

lawyers worldwide.

LAW chapters have been going strong in the UK and US since 2010, and

over the last year have formally launched in Australia and Paris. In the

next year, further LAW Chapters are being launched in Germany, New

Zealand and Spain.

As Global LAW is designed to align with DLA Piper's business

throughout all of its offices, its executive sponsors are Simon Levine and

Jay Rains, the firm's global co-CEOs. Global LAW also enjoys the

membership and support of group and sector heads and country

managing partners across the firm

Agnes Dunogue , Shearman & Sterling

Marie-Anne Birken, EBRD

Bonella Ramsay, DLA Piper

Diana Brightmore-Armour, ANZ & BerkeleyGroup Holdings

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White & CaseHaving delighted clients is the key to a successful law firm

and it is imperative that law firms listen to their clients so that

they can meet the specific needs of each client.

Client feedback is one way in which external law firms can

assess the extent to which they are meeting their clients’

needs. Remember, when asking a client to provide feedback,

be specific and clear about the type of feedback you are asking

for. Are you asking for a relationship review to evaluate the

health of the relationship? Is it feedback after a particular

transaction? Or are you asking for feedback after a proposal

for a piece of business?

Consider how the feedback will be collected from clients. Try

to refrain from using on-line surveys, as these do not offer the

client the opportunity to fully express their satisfaction (or

dissatisfaction) and may not give the law firm a full picture of

the relationship. There is no substitute for a face-to-face

meeting with a client with enough time for a full and frank

discussion. Law firms should also give thought as to who will

conduct the interview as this may have an impact the type of

information received from a client. The client needs to feel

comfortable that they can disclose all strengths and

weaknesses in the relationship.

Law firms should seriously consider whether they do the

interviews themselves or use an external consultant. If doing

the interviews themselves, it is advisable to use an internal

person who is independent to the relationship. Using someone

from the law firm also has the added benefit of allowing client

visits from senior management (as appropriate). From the

client perspective, regardless of who conducts the feedback

meeting, it is important to be as forthright and honest as

possible so that the law firm has an understanding of what is

required, what works and what doesn’t work well for the

relationship. For law firms, don’t be afraid to provide

feedback on in-house law team performance to the client, as

they too find this feedback helpful.

Finally, it is important to ensure that any issues raised during

the client feedback process are promptly acknowledged,

addressed, and followed up in due course. It is important to

remember that the overall objective for asking for feedback

from the client is not only to improve the quality of service

provided, but also to further develop the relationship.

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Simmons & SimmonsSimmons & Simmons is fully committed to gender balance and the

retention and progression of our female colleagues and the

recruitment of the best talent. Our gender balance objectives are a

key business priority and are included in our firmwide business

plan and integrated into our firm processes and policies. We

understand that continued progress requires the collaboration of

key stakeholders and therefore, our gender balance programme is

led by our Senior Partner and Managing Partner. They are

supported by a steering group comprising partners, managing

associates and HR representatives. Importantly, the group is

accountable and progress is tracked.

We have many gender balance initiatives and a well-established

and active women’s network, The Number One Club, which

supports, inspires and engages with talented women within our

firm. The network also provides opportunities for developing

relationships with our female clients through Plus One events.

These events are open to everyone in the firm (male and female) to

attend with a female contact. Previous events include talks by

Shami Chakrabarti and Katherine Grainger and a panel discussion

chaired by Justin Webb about retaining and recruiting female talent

in conjunction with a key client of the firm.

Looking specifically at sponsorship, we see the sponsorship role as

a formal and public declaration of support for a candidate. It differs

from formal and informal mentoring which focuses on behind the

scenes guidance. We have found the sponsorship role to be crucial

particularly in identifying and developing potential partnership

candidates and for championing their progression into the

partnership, helping us to ensure that we are supporting our top

talent.

MacfarlanesMacfarlanes is committed to the creation of a culture of

fairness. In the firm’s opinion, a fair culture is one which

respects the contributions which can be made by talented

people from all backgrounds, and with differing views

and experiences and one which provides an inclusive

and supportive working environment.

Marcfarlanes is convinced that such a culture enhances in

a significant way the firm’s ability to provide a service of

quality to its clients. This culture of fairness underpins

the firm’s recruitment practice and guides the firm’s

policies in relation to the development and retention of

those who work at the firm.

Macfarlanes is a signatory to the Law Society’s Diversity

and Inclusion Charter. The Charter is a public

commitment to develop and implement best practice in

equality, diversity and inclusion. The firm is focused on

improving the retention and development of its female

talent in all areas of the firm. Macfarlanes is also a

member of the 30% Club’s Professional Services Firms’

Initiative, which is assessing the specific challengers for

professional services firms and devising new

collaborative actions to accelerate progress across the

professions. Internally, the firm host workshops and

discussion groups aimed specifically at women. It also

provides maternity transition coaching.

Kirsty Cooper, Aviva

Emmie Jones, Macfarlanes

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SpeakersFor full speaker biographical information visit www.iflr.com/WomeninBusinessLaw

Diana Brightmore-Armour, CEO, UK and Head ofGDI, ANZ

Diana Brightmore-¬Armour CEO, UK and Head ofGDI, Europe & America ANZ Since joining ANZ inOctober 2013, Diana's focus has been on uptieringthe Bank's relationship capabilities, driving ANZ toachieve Trusted Advisor status with its key clients.Prior to her role at ANZ, Diana was CEO ofCorporate Banking, at Lloyds Banking Group, asignificant coverage business in WholesaleBanking and Markets, operating across the UKand in North America. She is a strong supporter oftalent development and gender diversity, bothwithin ANZ via the Bank's "Plus One Pledge"

scheme and externally through her involvement with the 30% Club, CityWomen's Network and First Women Awards. Diana has had experience incorporate finance, mergers and acquisitions, financial management,treasury and audit at The Coca-¬Cola Company, complemented by a CEOrole in the e¬commerce sector. She is a Fellow member of both theChartered Association of Certified Accountants and the Association ofCorporate Treasurers. Having held the position of Non-¬Executive Directorfor Share the Department of Communities and Local Government in the UK,she was recently appointed Non-¬Executive Director on the board of theBerkeley Group.

Rebecca Hilsenrath, Chief Legal Officer, Equality andHuman Rights Commission

Rebecca Hilsenrath was appointed Chief LegalOfficer to the Equality and Human RightsCommission in March 2014. Prior to that, she wasfor five years CEO of LawWorks (the Solicitors ProBono Group), a national charity facilitating freelegal advice to community groups and individualsin need. After graduating from Cambridge,Rebecca trained and practiced at Linklaters, andthen moved to the Government Legal Service,where she held roles in the then Department forEducation and Skills and in the Attorney General'sOffice. Rebecca has also established two schools,

set up the National Pro Bono Centre in Chancery Lane and has sat on theboards of a number of charities and advice agencies, including the Bar ProBono Unit and the Mary Ward Legal Centre. In 2012, she was listed by theTimes among the 100 most influential lawyers in the country. She has foursons and a foster daughter and her hobbies include renovating a listedcottage in Snowdonia and writing e-¬novels.

Elisa Kerr, Director, Legal, Barclays Bank

Elisa Kerr is a Director in the Legal Department ofBarclays Bank. She runs the legal coverage of theStructured Credit Desk, the Collateral OptimisationUnit and the Treasury Department, as it relates tothe Investment Bank. She is also involved inregulatory developments and currently managesthe EMIR requirements for Margin for UnclearedDerivatives for Legal. Prior to Barclays, Elisaworked in the Capital Markets team atCadwalader, Wickersham & Taft in London andNew York and in the Derivatives and StructuredProducts team in Linklaters in London and

Singapore. Earlier this year, with sponsorship from the Barclays Women'sInitiative Network and Global Diversity and Inclusion, Elisa brought the"Barclays Presents Leading Ladies" exhibition to Barclays. This exhibition,which she curated, featured photographs of 100 of some of the UK's mostinfluential women and also charted the progress of women at Barclays sincethe end of the Second World War. Elisa holds an MA and a BA inJurisprudence from Oriel College, Oxford University.

Julia Pearce, Managing Director, Head of InvestmentBanking Legal, Europe, Jefferies International

Julia Pearce is managing director and head ofinvestment banking legal in Europe for JefferiesInternational Limited. She previously held roles atNomura International, Renaissance Capital andCredit Suisse.

Clare Richards, Executive Director & Senior Counsel,Goldman Sachs

Clare Richards is an Executive Director andSenior Counsel at Goldman Sachs Internationalcovering the European Special Situations Group.Clare joined Goldman Sachs in 2007.

Alison Kay, Group General Counsel & CompanySecretary, National Grid

Alison was appointed Group General Counsel &Company Secretary for National Grid plc inJanuary 2013. As such, she will be responsiblefor shaping the Group legal function withinNational Grid and providing Companysecretariat support to the Boards andCommittees of National Grid. Formerly, Alisonwas Commercial Director, Transmission atNational Grid for 4.5 years working with the gasand electricity industries in the UK and Europe toinfluence the legal and regulatory regimes inwhich National Grid operates, to deliver

improved efficiency and reliability, whilst facilitating security of supply forBritain. Prior to this Alison was General Counsel and Company Secretary forNational Grid Electricity Transmission plc and National Grid Gas plc untilFebruary 2008. Alison qualified with corporate solicitors, Martineau Johnsonand spent 8 years in private practice before joining National Grid Companyplc in 1996. She has extensive external industry exposure including anumber of positions on European and UK Committees. From 2006 to 2011she was Chair of the Electricity Pension Scheme from and Chaired Enabling,National Grid's Disability Network.

Antonia Lester, COO of the Leveraged Finance &Sponsors Group EMEA, Credit Suisse

Antonia Lester is the COO of the LeveragedFinance & Sponsors Group EMEA at CreditSuisse.

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SpeakersFor full speaker biographical information visit www.iflr.com/WomeninBusinessLaw

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Marie-Anne Birken, General Counsel, EBRD

Marie-¬Anne Birken is General Counsel atEuropean Bank for Reconstruction andDevelopment (EBRD).

Kirsty Cooper, Group General Counsel and CompanySecretary, Aviva

She is also a member of the Group ExecutiveCommittee and Director on the boards of AvivaInsurance Limited and Aviva France SA. Kirstyhas global responsibility for legal and companysecretarial services, public policy and corporateresponsibility. She joined Aviva in 1991 and hasheld a number of legal roles across the AvivaGroup. Kirsty graduated in Law from theUniversity of Glasgow in 1987. In May 2014,Kirsty became a Trustee of English NationalBallet and Chair of their Finance and GeneralPurposes Committee.

Sheelagh Duffield, Group General Counsel &Company Secretary, Miller Group

Sheelagh joined the Group in March 2012.Sheelagh held similar Senior Executive roles atScottish Power plc and Scottish Television plc.She also has strategic experience particularly inthe delivery of large, complex cross bordermergers, acquisitions and disposals. Beforejoining the Group, Sheelagh was a foundingdirector of Savendie, a consultancy businessoffering strategic and corporate governanceadvice to a wide range of clients including thosein the public sector and financial services market.Sheelagh is a law graduate from University of

Aberdeen.

Colin Kemp, Managing Director, telephone banking,Lloyds Banking Group

Colin is the Managing Director of RetailTelephone Banking for Lloyds Banking Group.Colin has been in this role since January 2013and is responsible for Retail Telephony, handling10 million customer interactions per year, across11 UK call centres. Prior to that, Colin was theCommercial Director for Halifax CommunityBank, with day to day responsibility for a networkof 670 branches and 10,000 colleagues. Colin iscurrently responsible for driving gender diversityin LBG for middle and senior managementappointments. With over 36 years’ experience in

high street Retail Banking, Colin has worked for LBG companies since 1979.His other roles have included Managing Director of Halifax Estate Agents,running the Bank of Scotland branch network and heading up the HalifaxEmployee Share Services business, administering employee share plans toover 400 UK companies. Colin has an MBA from Cranfield University Schoolof Management, where he is also a Visiting Fellow, and is a Non¬ExecutiveDirector of Rightmove plc.

Jacqueline Steven, Director & Associate GeneralCounsel, Bank of America Merrill Lynch

Jacqueline Steven is a Director & AssociateGeneral Counsel and co-¬heads the EMEA IGDCM Legal Department at Bank of AmericaMerrill Lynch, which she joined in 2010. Prior tojoining Bank of America Merrill Lynch,Jacqueline was an Executive Director and in-¬house counsel at ABN AMRO Bank N.V.,London and previously to that was a solicitor inthe Debt Capital Markets Department atLinklaters in London. Jacqueline has a widerange of experience across all product areas in

the international debt capital markets includingRegulation S, Rule 144A and SEC Registered offerings for debut andexperienced issuers. She holds a LLB in Law from the University of Warwickand qualified as a Solicitor of England and Wales in 2000.

Liz Rivers, Women's Leadership Coach & FormerLitigator, Eversheds

Liz Rivers is a women's leadership coach. Shespecialises in helping talented women to flourishin their careers and make a difference in theworld. She shows women how to overcome selfdoubt and speak up with confidence so thatthey are seen as warm and credible leaders.Formerly a litigator at Eversheds, she left privatepractice in 1996 to become one of the firstcareer mediators in Europe. Liz has been amember of the CEDR training faculty for over 20years and teaches negotiation and mediationskills around the world. She works with in house

legal teams to help them increase their influence within their organisationsand writes for the Scottish Law Society Journal on the topic of Lawyers asLeaders. She is a regular contributor on BBC radio on the topic of women atwork and has been interviewed by Jenni Murray on Women's Hour.

Helen Hancock, Partner, Simmons & Simmons

Helen Hancock is a Partner in Simmons &Simmons' Banking Group. Helen joined the firmin 1986 as a trainee and was a foundingmember of the Firm's Debt Capital Marketspractice. She left the Firm briefly in 1994 for ashort spell as Head of Transaction Managementfor NatWest Markets in 1994¬1995 but returnedto Simmons & Simmons as a Partner in 1996 inthe Firm's Debt Capital Markets Department,focussed on structured debt securities andsecuritisation. She left the Firm in 2005 to jointhe NHS as a senior executive but re-¬joined in

2012 on the Firm's establishment of its second UK hub in Bristol. Helen nowheads up the Banking and Corporate Treasury legal practice in Bristol. Herexpertise spans investment grade and secured lending (including RealEstate Finance and Acquisition and Structured Finance), Derivatives andgeneral Corporate Treasury. Helen is a Fulbright Fellow in US Securities andInvestments Law and a member of Simmons & Simmons' Pro BonoCommittee

Bonella Ramsay, partner, DLA Piper

Bonella is Co-¬Chair of DLA Piper's Global LifeScience Sector and leads the IP team ¬ London.As an intellectual property lawyer, Bonella isinvolved in IP rights management and strategy fora wide range of clients as well as structuring andnegotiating the exploitation of IP rights. BonellaRamsay has a particular focus on technologytransactions for the pharmaceutical andbiosciences sector. This includes complexstrategic partnering, joint venture and collaborationagreements, and the full range of clinical andcommercial agreements that span the life cycle of

a drug product and medical device. This ranges from technology transfer andlicensing arrangement, sponsored research and clinical trial agreements, BPOoutsourcing and off¬shoring of regulated services to manufacturing, supplydistribution, public procurement and co-¬promotion agreements and relatedregulatory advice.

Agnès Dunogué, partner, Shearman & Sterling

Agnès Dunogué is a partner in the firm's LitigationGroup. Ms. Dunogué's practice focuses onsecurities litigation, as well as complex commerciallitigation and appellate litigation. Ms. Dunogué hasrepresented investment banks, other companies,and directors and officers in numerous securitiesmatters in state and federal courts. She has alsoadvised clients in the context of mergers andacquisitions, and has represented companies ininvestigations by the SEC and the New York StockExchange. Ms. Dunogué's practice includesrepresenting clients in appellate matters in a

number of state and federal courts. Ms. Dunogué's was recognised in SuperLawyers (New York) in 2013 and 2014.

Eve Mulconry, Partner, Arthur Cox

Eve specialises in large scale commercial litigationacross a range of areas including banking,financial services and shareholder disputes andprofessional negligence and contractual claims.She has a very significant recoveries practice andhas advised on some of the most high profile andcomplex debt recovery and enforcement cases inthe Commercial Court in Ireland. Eve has extensiveexperience in judicial review and in competitionand regulatory matters including statutory appeals.She also has very considerable experience inrating matters and has advised and acted for

clients before the Valuation Tribunal and High Court.

Emma Parr, Of Counsel, White & Case

Emma Parr is a Counsel in White & Case'scorporate practice and specialises in private equitywith a focus on portfolio assistance. This teamprovides ongoing support to financial sponsors'portfolio companies on all aspects of their capitalstructures and other strategic matters rangingfrom executive hiring and dismissals to newincentive schemes, reorganisations and loan notelistings, redemptions and buy¬backs. Emma ison the White & Case London Women's NetworkLeadership Team. Prior to joining White & Case,Emma worked at a leading global law firm and has

also worked in a private equity¬-backed portfolio company and in a leadingglobal investment bank, roles which involved managing stakeholderrelationships as well as transactional and advisory work.

Judy Ginsburg, Global Director of Clients andIndustries, White & Case

Judy Ginsberg is Global Director of Clients andIndustries at White & Case where she isresponsible for the Firm's Key Client Program andglobal industry groups. She leads the Firm's clientfeedback program including doing many of theinterviews herself. Judy reports to the Firm'sGlobal Client Council and the Chief MarketingOfficer, and she leads a global team of 30 ClientRelationship Managers. Judy is on the White &Case London Women's Network LeadershipTeam. Prior to joining White & Case, Judy workedwith PricewaterhouseCoopers for 25 years where

she had a variety of roles including setting up and leading their National PriorityAccounts Program. Judy is a Chartered Accountant.

Ania Rontaler, Partner, Simmons & Simmons

Ania Rontaler is a partner in the LondonCorporate department of Simmons & Simmons.Ania trained and qualified at Simmons &Simmons, having joined in September 2003.She advises clients on a variety of aspects ofcorporate law, including domestic and cross-¬border M&A, restructurings and generalcorporate matters particularly in relation topartnership arrangements. Ania has a strongfocus on the asset management sector,advising alternative investment managers on allaspects of their business, including on the

establishment and structuring of 'start-¬ups' incentivisation and retentionplans and general operational day-¬to-¬day matters as well as in relationto transactional work. Ania has spent time at the firm's office in TheNetherlands, and on secondment to a well¬-known US hedge fundmanager. Ania is also the co¬-chair of the Simmons & Simmons women'snetwork, The Number One Club (TNOC). TNOC has both an internal andexternal focus ¬ internally, TNOC looks to support women throughout thefirm in their careers by putting on a variety of “Looking After Number One"and externally, the network puts on various events focussed on its femaleclient base.

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SpeakersFor full speaker biographical information visit www.iflr.com/WomeninBusinessLaw

Liz Walker, General Counsel, BT Global Services

Liz leads Global Services legal, regulatory,governance and compliance activities acrossUK, Europe, USA, Latin America and Asia andher team is based around the globe in keyjurisdictions. In addition Liz is responsible forshaping, implementing and driving the globallegal vision and strategy. As well as being amember of the Global Services LeadershipTeam, Liz represents Global Services on theLegal, Governance and Compliance LeadershipTeam. Liz joined BT in 1991 and began hercareer as a Commercial manager supporting the

UK and global businesses. This included spending time in Atlanta, US withBT's first international outsourcing company, Syncordia, and then BTGermany. On returning to the UK Liz was responsible for the legal andcommercial support to global deals in Global Services. In 2009 she wasappointed VP and Chief Counsel for EMEA & Latin America, running amulti¬ national, multi¬jurisdictional team of lawyers, regulatory specialistsand contract managers covering all aspects of the legal, regulatory andcompliance needs for BT in Europe, Middle East, Africa and Latin America.In March 2012 Liz took on the role of VP Organisational Health workingacross the globe to drive the transformation of Global Services into ahealthier organisation. In June 2014 Liz became VP, CEO Office to set upand run a small team delivering efficiency, effectiveness, governance andcompliance across the GSLT. Prior BT, Liz worked as a CommercialExecutive in a UK WAN business. Liz is a qualified solicitor and a member ofthe Supreme Court of England and Wales. Her interests include Scoutingand working with young people, particularly on an international level. Shehas recently been appointed County Commissioner for Hertfordshire Scouts.

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