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Kim Harrison

Principal lawyer and head of operations

Kim Harrison is principal lawyer and head of operations, abuse law, human rights and public inquiries at Slater & Gordon.

Principal lawyer and head of operations

Kim Harrison is principal lawyer and head of operations, abuse law, human rights and public inquiries at Slater & Gordon.

ARTICLES BY THIS AUTHOR
Can the IICSA final report make a difference? Richard Scorer & Kim Harrison report
Richard Scorer & Kim Harrison examine the work done & challenges faced by the Independent Inquiry into Child Sexual Abuse
Richard Scorer & Kim Harrison provide an update on the work of the Independent Inquiry into Child Sex Abuse & consider its future role

Kim Harrison discusses consent & the Criminal Injuries Compensation Authority in relation to child sexual exploitation

Richard Scorer & Kim Harrison explain why anti-slavery legislation needs sharper teeth

Show
8
Results
Results
8
Results

MOVERS & SHAKERS

Slater Heelis—Probate & Court of Protection team

Slater Heelis—Probate & Court of Protection team

Slater Heelis brings Probate and Court of Protection expertise together with new dedicated team

Clarke Willmott—Antonia Power

Clarke Willmott—Antonia Power

Antonia Power joins Clarke Willmott in Taunton

Haynes Boone—Chris Acton

Haynes Boone—Chris Acton

Chris Acton joins Haynes Boone as chair of UK derivatives platform

NEWS
Civil practitioners face changes spanning debt recovery, workplace harassment and possession claims, alongside guidance on insolvency challenges and children proceedings

Finding matrimonial wealth is as challenging as dividing it, as family disputes draw practitioners into asset tracing, offshore structures and insolvency

Agreement between opponents offers no guarantee that a court will approve a retrospective increase to a costs budget
Climate change belongs on every lawyer’s agenda, with risks extending far beyond environmental practice into commercial advice, litigation and access to justice
Workplace bullying and harassment can no longer be left solely to HR, as financial regulation scrutinises culture, character and fitness
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