Eighth edition of the Getting the Deal Through Anti-Corruption Regulation Guide, a volume that provides international analysis for corporate counsel, cross-border legal practitioners and business people.

This is a sample sales agreement where the Hotel agrees to hold the space listed in this agreement on a tentative basis.

The topic of value and cost effectiveness is a common one, but not a new one. There's often a disconnect between how firms bill for services (hourly) and how clients wish to pay for them (value). But there are tools available to counsel to make these two notions sync.

General counsel from leading companies in the United States and Europe came together at ACC's 2010 Annual Meeting during the General Counsel Roundtable, and mused about their evolving roles and how they fulfill their responsibilities. In an environment of increasing regulations, the roundtable stressed the importance of transparency, innovation and forward-thinking.

What you need to know about how the U.S. Supreme Court's decision in Circuit City could affect the enforceability of your ADR clauses in employment disputes.

Employment and Labor Committee's Comments regarding the OFCCP's Proposed Systemic Compensation Discrimination and Self Evaluation Guidelines.

This is a sample group sales agreement between a hotel and an organization where the hotel agrees to hold the space listed in this agreement on a tentative basis until a specified date. If this agreement is not fully executed by Group and Hotel by the specified date, the Hotel will release the space.

This list is a detailed analysis of select commercial and non-commercial FAR and DFARS clauses.

This is a sample software subscription and services agreement.

With the continuing surge of wage and hour class claims, the threat of litigation against employers has become as certain as death and taxes. Employers must take proactive steps to armor themselves against future wage and hour litigation today. In this session, the following topics will be examined: (1) how to build good faith defenses to liability and/or liquidated damages in off-the-clock work and misclassification claims; (2) the risks and benefits of waiving the attorney client privilege as to past advice of counsel; (3) preparing a discoverable exemption analysis; (4) the key role of well publicized handbook timekeeping policies, wage and hour training and time entry certifications in defeating off-the-clock work claims; and (5) methods for creating contemporaneous business records showing the amount and type of exempt work performed by exempt employees.

This Memorandum describes the proposed “package” of amendments to the Federal Rules of Civil Procedure which are now pending before the Supreme Court.

How do you keep track of intellectual property (IP) assets, decide what to educate staff on IP matters regarding infringement, and choose when to seek protections regarding copyright, trademark or patent protection? What can the non-specialist do in-house, and when do you need to go to outside counsel? How do you budget for IP matters? This program will focus on the operational IP legal function — not on the basics of what is a copyright or trademark. Attend this panel to discuss different models of IP management for small law departments and nonprofits, including managing international IP and enforcement of IP against members and volunteers.

This article discusses how and when to use special committees in corporate governance matters and offers practical tips for dealing with the issues facing special committees, especially in interested fiduciary transactions.

1 January 2014 saw the implementation of Basel III in the European Union (EU) via the Capital Requirements Directive IV (CRD IV) and the Capital Requirements Regulation (CRR). These twin pieces of regulatory reform represent the biggest change to capital requirements for financial institutions since the financial crisis. The combined reforms introduce new capital, leverage and liquidity requirements, whilst also introducing new concepts such as capital buffers and imposing regulatory frameworks on securitisations, derivatives trading and remuneration policies. Read this series of briefing papers on the impact of CRD IV and the CRR.

This Leading Practices Profile presents themes, trends and leading contingent worker practices of six legal departments, a professional association and one law firm in managing contingent workforces and mitigating risks associated with these types of workforces.

Karen Morton, of John Hancock Mutual Life Insurance Company, and Kenneth Grooms analyze the recent Supreme Court decision in Robinson v. Shell Oil Co., which apparently expanded the scope of an employer’s potential liability under Section 704(a) of Title VII (commonly known as Title VII’s anti-retaliation clause).

Chris Murphy Ives - vice president and general deputy general counsel, Europe, Middle East & Africa, and Latin America & Canada, HP - discusses how his acting background benefits his role as in-house counsel.

Bankruptcies – even when they’re not your own – can stretch you financially. Even though you don’t control the financial health of your business partners, you can control whether you’re prepared to maximize your recovery and minimize the financial harm to your business. This article outlines some tips to better position your business to do exactly that.

This checklist provides steps for dealing with conflicts of interest under Section 3.4 of the new Rules of Professional Conduct.

Shakespeare said, "All the world's a stage;" in this session we are all players. This program will be your stage, and you will have a part in this two part drama involving both the acquisition of a business enterprise and a subsequent litigation when the parties’ expectations go awry. Here’s the plot of the drama: Through participating in a live negotiation exercise, attendees will gain insights into high-level negotiating strategies and tactics. Through engaging in a workshop, attendees will learn to create leverage in order to increase the likelihood of optimal negotiation outcomes. By viewing a mock mediation staged by the faculty members, attendees will decide where the line is between bluffing and dishonesty. When presented with an impasse, attendees will be given tools to get the negotiations back on track. With input from faculty members, attendees will get feed-back on negotiation styles and exit with pragmatic take-aways for use in future real life negotiations.