Review panel meaning

In this issue Electricity and gas market regulation and licensing Renewable energy Nuclear energy Air emissions, efficiency, and climate change International energy LexTalk®Energy: a Lexis®Nexis community Daily and weekly news alerts New and updated content Dates for your diary Trackers Electricity and gas market regulation and licensing Ofgem has confirmed changes to the Regulatory Financial Performance Reporting (RFPR) template and guidance for RIIO‑2, intended to sharpen and clarify what network licensees must report. The revisions apply from 28 June 2024 and follow Ofgem’s earlier notice proposing amendments to the RFPR template and guidance for RIIO‑2. See: LNB News 01/07/2024 9. Electricity Code Modifications: National Grid ESO’s Modification Tracker now brings together all live changes to the Connection and Use of System Code (CUSC), the Grid Code (GD), the System Owner -Transmission Owner Code (STC) and the Security and Quality Supply Standard (SQSS). The tracker outlines each proposal’s purpose, the stakeholders impacted, Panel views...

In this issue: Electricity and gas market regulation and licensing Renewable energy Conventional power, waste to energy, biomass, and CHP projects Hydrogen, CCUS and emerging technologies Energy disputes Air emissions, efficiency, and climate change International energy LexTalk®Energy: a Lexis®Nexis community New and updated content Dates for your diary Trackers Energy resources on Lexis+® Daily and weekly news alerts Electricity and gas market regulation and licensing DESNZ confirms enduring governance for Smart Secure Electricity Systems DESNZ has issued its response to the 2025 consultation on enduring governance for the Smart Secure Electricity Systems (SSES) Programme, confirming that Elexon, through the Balancing and Settlement Code (BSC), will establish new Technical and Security Governance Groups to guide the technical and security frameworks that enable consumer-led flexibility. Using powers in section 245 of the Energy Act 2023, the government will amend the BSC so Elexon can run these groups as BSC Panel sub-committees and...

Ruling 5-2 By a 5–2 vote, the Court of Appeals determined that claimant Emily Wu is subject to Uber’s arbitration provision because she assented to the company’s revised terms of use on her mobile in January 2021. The panel said it was immaterial that, by then, she had already commenced proceedings against the company. Consequently, an arbitrator must consider Wu’s contention that the January 2021 terms were ‘actively misleading’, as they suggested the arbitration pact would apply solely to prospective claims against the company, according to the opinion. ‘For as long as written contracts have existed, parties have agreed to them without first scrutinising their terms,’ the panel observed. ‘Such omission can carry legal ramifications, whether the party is a sophisticated business or an everyday customer, and whether the contract is set out on paper or via an electronic pop-up.’ ‘Here, the upshot of the claimant’s purported failure to closely review Uber’s updated terms of use is that she must present her arguments about Uber’s allegedly deceptive and unconscionable...

Looking at secondments from the law firm’s perspective Large clients have long become used to insisting on free secondees as a condition of joining or staying on a panel. Gaining a concession of this sort from a law firm might seem appealing, yet it can be a poor choice if there are other routes to client benefit that do not generate the same operational headache for the firm. No firm is keen to release its top associates on secondment; equally, if the secondee is not a strong ambassador, the client’s experience will suffer. So many associates have been hired directly by clients, or have chosen to move in-house, on the back of secondments, that firms are increasingly reluctant. Practices tend to be more open where some payment is offered and the secondment is not a five‑day‑a‑week commitment. Be clear about your aims, and ask whether different options would work better. Reflect on what you truly need from a secondee: someone to bridge a resource gap due...

A dispute board A dispute board is a panel set up to help efficiently resolve disagreements that emerge under a construction contract arrangement. Its purpose is to enable quick, economical settlement of issues without requiring the parties to turn to the costlier and slower avenues of arbitration or the courts for formal determination instead. Given the expenditure involved (though still markedly lower than arbitration or litigation), dispute boards tend to be used more frequently on major construction schemes, and are encountered less regularly on smaller projects overall. They are typically included in construction contracts outside the scope of the Housing Grants, Construction and Regeneration Act 1996, for instance on international undertakings and projects. A dispute board usually comprises three individuals, though it can sometimes be a sole member. Certain contracts call for a standing dispute board, appointed at the outset and remaining in place for the life of the project, whereas others provide for ad hoc boards that are constituted only when disputes materialise under the agreement as and...

This Practice Note offers practical guidance on Appellate Body reviews of World Trade Organization (WTO) panel rulings. It explains the role of the Appellate Body, its membership, and the composition of each division hearing a dispute. It also sets out who may lodge an appeal, which parts of a panel report are appealable, how an appeal is filed, and who hears the appeal. It outlines the steps in the appellate process and the applicable time limits. Finally, it covers the possible results of an appeal, the adoption of the Appellate Body report, and any recommendations made by the Appellate Body. Introduction All WTO disputes begin with consultations. If those talks fail to settle the issues, the matter may move to adjudication before a WTO panel constituted for the specific dispute. For practical direction on consultations and dispute settlement at the panel stage, see Practice Note: Introduction to World Trade Organization Panel Dispute Settlement. Member States that are parties to a dispute may seek recourse to the Appellate Body...

A: Pre-assessment Complete the self-assessment (Law Society’s website). Appoint a logistics lead and an accountable person/committee. Identify required Lexcel policies/procedures, allocate owners, brief them, and set deadlines with reminders. Choose an assessment body (Centre for Assessment Ltd, Inspiring Business Performance Ltd (IBP), or Recognising Excellence), apply and obtain an assessor. Agree the date, draft and finalise an all staff list, secure Law Society approval, notify staff (dates, interviews, process, holiday cut‑offs), book meeting room(s); update the assessor. Receive the assessment plan (interviewees, timetable, extra documents), amend schedules, brief fee earners/support staff, run open matter reports, gather further items requested, and email all required documents. B: Assessment day Receive the client file request; collate files and supporting materials, provide IT access, host the assessor, manage the timetable, and note feedback. C: Post-assessment Receive the final report within one to two weeks; log key points and an action plan; diary rectification deadlines (21 days minor,...

Number of retained and new clients (new matters) for the previous three years, by department Add departmental totals for retained and new clients/matters across last three years. Key referrers and work generated Provide details of principal referrers and the work they have produced. Analysis of the main sources of work for the previous three years, eg has work been generated via existing client/referrer recommendations, the website, through other marketing activities? Summarise three-year sources: client/referrer recommendations, website leads and other marketing. List of major clients ranked by revenue, volume of work and, if possible, profitability (include information on the source of work, size, market sector, demographics, length of relationship, client income, asset base, location and range of services used) Set out top clients ranked by revenue, workload and profitability, including source, size, sector, demographics, relationship length, income, assets, location, services. Profiles/plans in place for the firm’s major commercial clients and key referrers/intermediaries Outline profiles and plans to retain and develop major clients,...