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11 January 2007 / Ian Smith
Issue: 7255 / Categories: Features , Employment
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Employment law brief: 12 January 2007

Ian Smith explains why 2006 went out with a bang

If only to make Christmas and New Year a time of even greater gloom and unremitting misery for the average Harvey-editor-in-the-street, 2006 insisted on going out with something of a bang. An element of judicial desk clearing led to a flurry of case law on important topics, right up to the close of play before the break. The timing of this was only topped by those awfully nice people at HM Revenue & Customs who managed once again to include in the very last post their Merry Christmas missive with its customary demand for money with menaces.

In among this recent case law, three cases stand out and are considered here. The first is a decision of the Employment Appeal Tribunal (EAT) under Mr Justice Elias (President) giving guidance to tribunals on the thorny question of when a long-serving agency worker transmutes into a direct
employee of the client; the gist of this guidance is to be much more cautious than previous

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MOVERS & SHAKERS

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley strengthens family law team

Ward Hadaway—Barnaby Rosenthall

Ward Hadaway—Barnaby Rosenthall

Construction lawyer returns to Ward Hadaway in Teesside role

Bird & Bird—Shahin Baghaei

Bird & Bird—Shahin Baghaei

Bird Bird hires leading legal transformation expert

NEWS
Legal aid deserts leave almost one in four without adequate access to justice
The Solicitors Regulation Authority (SRA) has warned solicitors and law firms that using artificial intelligence does not alter their professional obligations, amid concerns over inaccurate legal material and client confidentiality
From forgotten interest claims to case-management appeals, a string of procedural developments offers useful—and occasionally cautionary—lessons for practitioners

Jonathan Fisher KC highlights that it now accounts for around 40% of criminal offences, with roughly 70% involving technology, and argues that the UK cannot simply prosecute its way out of the problem. Detection, investigation and prosecution all require improvement, while different fraud types demand tailored responses.

How forcefully can a litigant criticise a public authority before robust advocacy crosses the line into unreasonable conduct? 
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