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01 March 2013
Issue: 7550 / Categories: Case law , Law digest , In Court
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Costs

Shah and another v Breed and another [2013] EWHC 232 (QB), [2013] All ER (D) 191 (Feb)

It was settled law that an appeal from a costs judge was not a re-hearing. The proper approach was that the appeal should be allowed if the court was satisfied that the decision had been wrong. The issue was whether the judge had reached a decision which was within the ambit of reasonable decisions open to him on the facts of the case. Further, given that the assessment was a case management decision, the court should not interfere with decisions within it taken by a costs judge who had applied the correct principles and who had taken into account matters that should have been taken into account and left out of account matters which had been irrelevant, unless it was satisfied that the decisions had been so plainly wrong that they had to be regarded as outside the generous ambit of discretion entrusted to the judge.

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MOVERS & SHAKERS

Gateley Legal—Jack Kelly

Gateley Legal—Jack Kelly

Gateley Legal expands Midlands residential development team

Gibson Dunn—Richard Surtees

Gibson Dunn—Richard Surtees

Gibson Dunn adds employee benefits and executive compensation practice in London with partner Richard Surtees

Laytons ETL—Alec Cameron

Laytons ETL—Alec Cameron

Laytons ETL appoints new partner and head of intellectual property disputes

NEWS
A series of recent decisions has clarified important principles across property law, from perpetuities to lease renewals and public rights over land
Employers cannot rely on wellbeing services alone to defend workplace stress claims after a High Court decision awarding almost £1m to an overworked employee
Andy Burnham's brand of 'Manchesterism' could offer fresh thinking on legal aid and access to justice if it reaches Westminster, according to Roger Smith, NLJ columnist and former director of JUSTICE
The constitutional fallout from a change of prime minister, rather than the politics, is under scrutiny as questions arise over the limits of executive authority in a leadership transition
The legal profession is undergoing a fundamental shift from selling services to creating technology-enabled products, according to Professor Luke Mason, Head of School of Law at Regent's University London
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