This page provides a summary of EPA’s Interim Approach to Applying the Audit Policy to New Owners which became effective August 1, 2008.
There is a beast on the loose. It is an ever-changing, constantly expanding monster of unimaginable size and complexity that spans the globe. It can’t be bargained with and it takes no prisoners. The beast is fierce. It is pitiless. It is unrelenting. It is ... the law.
The author provides a systems view analysis of workplace misconduct that goes beyond the traditional “blame and change” approach to handling complaints.
This briefing considers the areas of the judgment that are likely to invite challenge on appeal and the practical points to take from the judgment on the assumption that it is upheld.
Review the essential components of an effective compliance program and learn how to assess its overall impact on an organization to drive continuous improvements.
This resource presents the leading practices of legal departments that leverage dedicated legal operations staff to manage the business aspects of Legal. Through profiles of 11 legal departments, it conveys who leads the legal operations function, relationships between general counsel and their legal operations leaders, reasons for the legal operations function, how it functions, its scope and impacts.
A letter informing the recipient that it has access to an irrevocable "standby letter of credit". Includes form of sight draft and form of written statement.
In response to the continued economic challenges that we are facing today, ACC Board Chair Dan Fitz offers some words of encouragement to Docket readers.
Former UPS chief legal officer (CLO) and current Chief Human Resources Officer and Senior Vice President Teri Plummer McClure speaks about her professional journey and experience, and offers advice for those looking to claim their “Seat at the Table".
ACC amicus - Non-Profit case, Pennsylvania
Discuss key steps your peers take when faced with a new lawsuit; Discuss why, when and how your peers establish and manage a litigation hold; Learn the importance of your focus as in-house counsel – it’s not just on getting those pleadings filed, but also implementing litigation holds, managing outside counsel, conducting investigations, analyzing your position, determining strategy and much more; Understand how your peers assess the financial impact a particular piece of litigation may have on your organization, and how they provide management with the tools and knowledge that management needs to make decisions about risk; Learn to take steps and create programs to prevent litigation and, when disputes occur, how to resolve them as early as appropriate for your business; discuss cost benefit analysis and risk assessment to determine whether to get in, stay in or get out; and Discuss how to conduct a thorough post mortem of each case in order to develop a list of “lessons learned” that will direct you in the future.
This article addresses case law Daimler AG v. Bauman and the Supreme Court's Curtailment of general personal jurisdiction over foreign parent corporations.
This is a very basic, plain-English set of bylaws for an Internal Revenue Code Section 501(c)(6)-type organization, i.e., a trade association or professional society or similar.
When it comes to litigation challenges facing the multinational
financial institution, the most appropriate metaphor is playing
tennis without knowing where the chalk lines are on the court.
This article explores the basics of the National Security Laws of both China and Hong Kong, as well as court cases which relate specific situations of doing business in Hong Kong because of the newly passed laws. It also provides recommendations for how businesses intending to invest in Hong Kong should conduct themselves so that they may continue to operate in Hong Kong.
Learn about key concerns and new issues affecting the world in 2020.
This article appeared in the Australian Corporate Lawyer Volume 30, Issue 1 - Autumn 2020
One of the most uncomfortable discussions any in-house counsel will have is justifying to the CFO why large amounts of money were/are being spent for outside legal work, especially litigation spend. Law departments are still viewed as cost centers in most corporations. Pressure is greater than ever to defend return on investment for litigation spend. If the in-house counsel can''t quantify why amounts are being spent in litigation, he will have a difficult time becoming a valued business partner — or worse. This program will share best practices/metrics and look to ways the in-house counsel can quantify legal spend (particularly litigation spend) against the results from their outside counsel.
308 Whistle While You Work: Ethical, Fiduciary, & Other Dilemmas Facing Over-SOX'ed In-house Lawyers
The Israeli legal structure is a hybrid of four principle systems: Ottoman law from the period of Turkish rule; British common law introduced during the period of the British Mandate (1917-1948); traditional Jewish law – Halachah; and legislation adopted by the Knesset, the national legislature, since the country’s establishment in 1948.
An opinion piece on tax subsidies and credits with regarding to ACA.
UK Non-Disclosure Agreement
Seeing the client as a “client” and not just as another fellow employee can greatly help in-house counsel gain the servant’s perspective. After all, by definition, a client is one who demands “service.” This article offers tips on how in-house counsel can be more client-centered.
The value of asking, of speaking to people — not by email or text — cannot be emphasized enough given our current culture of anti-communication. You may question the characterization of our culture as one of “anti-communication” given the fact that we do have multiple forms of media through which to communicate. However, are we truly communicating or just talking at each other?
The most effective leaders live and lead with the following extraordinary leadership qualities and behaviors. Do You? As you read through the 10 C’s of great leadership, rate yourself and/or your leadership team on each quality using a scale of 1 – 5, where 1 is least like me or our team, and 5 is very much like me or our team. Identify your lowest-rated competencies, and take action to strengthen your areas for improvement.
This white paper redefines the relationship between the Chief Compliance Officer and the General Counsel.
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