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.
After a multinational acquisition has closed, in-house counsel still need to manage different legal systems and different employee rights and expectations. Developing and implementing a post-acquisition plan requires technical expertise and early involvement in the acquisition process. This article breaks down the phases for developing an effective integration plan.
There are many approaches a legal team can take to build a culture of diversity and inclusion. Clerkships are one avenue. This article discusses how a well-structured 1L diversity clerkship program can add value to an in-house team. Not only do clerkships highlight a company’s commitment to diversity, but they also build a talented pipeline of professionals that can enhance a company’s brand for years to come.
The COVID-19 pandemic has led many employees to work remotely. In light of statistics from Australian authorities, this article explores how this context increases the risk of data exposure and Intellectual Property (IP) loss or theft.
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.
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.
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?
In this briefing, you will find short, easy-to-follow guides to the main regulations which are changing the route to issuance and beyond. We hope you find it useful.
When faced with rapid-fire questions, a<br />company witness can fold. Deposing an<br />inexperienced witness who does not know<br />how to handle aggressive questioning by a veteran lawyer can spell disaster for your defense. Learn the key features of a corporate witness-succession plan.
Abel Martinez, vice president of partner relations, risk solutions and compliance at HE Butts Grocery Co., discusses the importance of respecting employees when it comes to mitigating employment and labor risks.
Having practiced in wide-ranging areas of the law, from construction litigation to Medicare compliance, the author decided to move in-house. In addition to the most visible changes — an open office space, a khakis-and-shirt uniform, etc. — the author discusses less salient ones, like navigating a new cultural landscape and managing day-to-day tasks for a singular client.
Immediate Past Chair John Page writes about the discrimination and under-representation still extant in the corporate legal field today. Changing the dynamics of an institution must also involve a shift in power structures.
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