Recent Deals

Reorganisation of Samsung Group

emw law advised the Samsung Group on two reorganisations. The first reorganisation involved the transfer of the UK Samsung digital stills camera business from sister company Samsung Opto-Electronics to Samsung Electronics.  This transfer was part of a Europe-wide reorganisation aimed to consolidate complementary parts of the Samsung group. The second reorganisation involved the deregistration of Samsung Europe plc as a public limited company and the transfer of the businesses of Samsung Telecoms and Samsung Electronics Manufacturing to Samsung Electronics. The value of the transferring businesses was £160 million. The reorganisation was driven by Samsung Electronics Co, the Samsung Korean parent company, which wanted to consolidate and streamline the UK group.

Willis Dawson Demerger and reorganisation

emw law acted for Willis Dawson Holdings Limited on the reorganisation of the company’s business activities by way of a demerger pursuant to section 110 of the Insolvency Act 1986.

Willis Dawson Holdings Limited’s business comprised of trading and investment activities. Following a strategic review of the activities undertaken by the company they concluded that its future success may be best achieved by separating the trading activities of the company from the investment activities.

McManus Group reorganisation

emw law advised the McManus family on the reorganisation of the McManus Pub Group. As part of the reorganisation a newco holding company acquired 100% of the issued share capital of Estuary Pub Company Limited and McManus Pub Co. Limited. With McManus Pub Co. Limited and Estuary Pub Company Limited now in the same group it is envisaged that the business can continue its expansion through increased purchasing power and economies of scale.

Demerger and restructuring of the Banro and Renaissance Group

emw acted on the demerger of the Banro and Renaissance Group, splitting two separate and separately branded divisions.  Management had formed the view that both businesses would benefit from being carried on as separate entities and that motivation of key junior management in each division would be better handled in a demerged business.  The route chosen after legal and tax advice was a statutory demerger. This involved putting the group into the right position for demerger, obtaining tax clearances, executing the demerger itself and putting in place new shareholder arrangements.