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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.

This article, developed by Latham & Watkins LLP, reviews how the SEC proposals track EU requirements in certain respects, but differences in content and scope could leave advisory firms with increasingly complex compliance challenges. Learn more about the ESG Disclosure Requirements proposed in this article.

This is a sample convention center agreement between City and Corporation.

This is a sample channel license agreement.

This guide provides an overview of the legal framework for food safety in China.

This program is designed to give in-house counsel advising businesses in the GCC (Gulf Cooperation Council - Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, United Arab Emirates) states a better understanding of the laws and business dynamics of the region. Issues to be covered include opportunities for investment to and from the region; regional variations and Dubai as a hub; contractual issues and joint ventures; disputes and arbitration; Islamic finance; anti-bribery and corruption; diligence and know your customer (KYC); Office of Foreign Assets Control (OFAC) and sanctions; and cultural understanding for those from outside the region.

The following agreement is applicable for a small company doing business with a larger company.

This is a sample employee handbook.

Diversity initiatives continue to grow and change with corporate business models: taking on a different complexion when applied in companies with significant global presence and offering new challenges in an era defined by bottom-line attention to corporate compliance and social responsibility. Read ACC's newest leading practice profile and find out how the legal departments of 10 different companies have developed diversity initiatives that are making a difference.

In this article concerning corporate governance, questions are answered such as: What should executive directors know? What should outside directors know? What systems should they set up for better enterprise risk management? How can chairs create a balance against imperial CEOs? Can lead or senior directors create sufficient balance? Should most outside directors understand the business? How much time should they spend on the function? How independent must they be? What about diversity? Should their pay be lower? What are the stewardship responsibilities of shareholders?

This briefing is the first in a series that will look at legal aspects of the Solvency II regime and their implications for firms. It considers the legal framework of Solvency II, how near each element of the framework is to completion and what needs to happen next, how Omnibus II has changed the previously published regime, the transitional relief that firms can expect to get from 1 January 2016, and how Solvency II will be applied to insurers and reinsurers in the UK.

This article focuses on key points in relation to the OFT process when applied to FTs and NHS trusts.

In this article regarding insurance, answers to questions addressing the parties’ Information Duties under Swiss statutory law rather than the duty of utmost good faith in the narrow sense (which has not been implemented in Swiss law).

Included in this Briefing Package are: “Meet. Talk. Act.” -- how clients and firms can get started; Covenant with Counsel -- basic principles for discussion and; A Project Summary -- backgrounder outlining the ACC Value Challenge.

"the "Getting the Deal Through" reference guide for M&A professionals"

This is a comprehensive sample executive employment agreement.

Flip the coin for a change: what are your employment rights as in-house counsel? May in-house counsel sue the employer?

More than ever, 'budget' is the word among in-house counsel, particularly during litigation. Document review can be a pricey part of the process, but it's also a necessary component of the legal puzzle. This article provides cost-cutting suggestions to minimize review spending and offers real-world solutions for controlling costs.

In the 2013-2014 term, the US Supreme Court issued unanimous decisions in six out of seven patent cases. It is important to understand how these decisions will affect US patent law.

Within the United States, physical markers like road signs and flags often distinguish state borders. Still, the less obvious dividing lines that separate states have the deepest impact. Legal landscapes vary widely from state to state, particularly in the employment context. For employers who manage a multistate workforce, staying compliant with all applicable laws can be a challenge. Read this article for an overview of the laws related to lesbian, gay, bisexual and transgender (LGBT) employees, marijuana use and firearm possession.

This InfoPAK (now known as ACC Guides) provides a high level overview of matters relating to practical issues concerning oil and gas and power including, the domestic oil and gas and electricity sectors, rights to oil and gas, electricity generation and renewable energy, oil and gas health and safety and the environment, and electricity transmission, distribution and supply in the United Arab Emirates.

Outside legal costs associated with resolving disputes continue to be an area of concern for in-house attorneys. The value of a legal department often depends on its ability to control the costs of litigation while delivering satisfying results. Even though one party to a dispute cannot control all aspects of the matter, there are steps counsel can take to increase the value of its services, no matter the context.

This InfoPAK (now known as ACC Guides) provides a practical guide to a Q&A that gives an overview of the legal system; foreign investment, including restrictions, currency regulations and incentives; and business vehicles and their relevant restrictions and liabilities in the United Arab Emirates.

The annual performance review process is both a time-honored and dreaded part of the business cycle. For many managers, the requirement is onerous, time-consuming, unnecessarily formulaic, and process-driven.

In the wake of the Supreme Court's decision in January, federal sentencing guidelines became discretionary. So, are you and your company off the hook? The short answer: You and your company still have to satisfy the guidelines' requirements, or risk being mauled in court by federal prosecutors and judges. Read why and how not to be a victim.