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Getting the Deal Through is delighted to publish the ninth edition of Arbitration, a volume in our series of annual reports, which provide international analysis in key areas of law and policy for corporate counsel, cross-border legal practitioners and business people.

With the explosion of high technology, communication is getting faster, but not necessarily better. All employees who use company computers, telephones and stationery should be trained to think defensively about the legal consequences of what they write or say. Formulating an effective document and e-mail management policy can reduce the risk of costly litigation.

This InfoPAK (now known as ACC Guides) provides a Q&A which gives a high level overview of the key practical issues including the level of activity and recent trends in the Hong Kong market.

What compensation do your in-house peers get? Check out the 2023 Law Department Compensation benchmarking survey results. 

This article examines the key disclosure issues and challenges facing companies during the 2013 proxy season and provides examples of company responses to these issues taken from proxy statements filed during the first half of 2013.

For almost 250 years, our federal system has allowed each state to “serve as a laboratory; and try novel social and economic experiments without risk to the rest of the country.” Nowhere have states more clearly operated in this role in recent years than in the area of protecting the privacy of consumers’ data. Forty-seven states and the District of Columbia have their own data breach notification laws. While these laws have similarities, together they require companies that have experienced a data breach to comply with multiple different, and sometimes contradictory, standards, if those companies do business across state lines. This article provides an overview of the current State Attorneys General privacy enforcement landscape.

These retention guidelines are designed to provide transparency on PRUSA’s expectations regarding the provision of legal services by external counsel.

Hewlett-Packard's sample checklist for a new attorney onbaording, education and development program.

A sample agreement between a company and a vendor. The company may be/has been awarded GSA delivery orders for supplying information technology products and services to U.S. Government Agencies and other organizations eligible to use GSA sources of supply. The company does not have the vendor products and services desired by the government on its GSA FSS contract, and as authorized, vendor and the company desire to team their GSA FSS contracts.

Another process server. Someone else is suing your company. How tiresome. Let's see the complaint. Wait -isn't that our counsel who appears to be the plaintiff's counsel? Is that possible? Is it ethical? Here comes the head of litigation trotting in with their retainer letter-containing an advance waiver. Now you remember. The law firm did discuss this with you. But the question remains: Is it enforceable?

Read the interview with Phil Crowley, Assistant General Counsel with Johnson & Johnson.

ACC's comments to the Standing Committee examining changes to the Federal Rules of Evidence regarding proposed amendments to Rule 502 on limited waiver.

This article delves into the use of trade secrets to protect Artificial Intelligence (AI) and the unique challenges to trade secret protection presented by AI in general.

This program will review how to manage a defensible records retention and data management program, considerations related to disposition of items that are not required to be kept by law or policy in the normal course of business and how to effectively manage legal holds when they come into play.

So your CEO has finally recognized that the company needs a compliance program, and naturally turns to you, the lawyer. Where do you start? How do you determine that you've identified the compliance risks, complied with all the applicable laws and regulations, and adequately addressed the risks? This session will describe the essentials of a compliance program including risk assessments, policy development, communications, training, establishment of controls and monitoring and testing of controls. Presenters will offer firsthand experiences (some positive) and best practices, incorporating MRCP 3, A-C privilege, MRCP 1.16 and MRCP 1.13 for ethics.

This program will review the management of compliance along the spectrum of management compliance, from legal and voluntarily adopted standards, to areas where business partners or outside organizations pressure companies to meet certain standards while weighing the costs against use of non-renewable resources (slavery, child labor, etc.) in the name of corporate social responsibility. Is it possible to create a proper and workable integration of the two efforts? Can it be within the compliance office or a joint effort of two or more corporate units?

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