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.
An extensive discussion on how to prepare and handle yourself at board meetings.
While the SFC's consultation conclusions may soften the proposed requirement or adapt to industry comments, it is unlikely to be "scratched" from the field in its entirety. Potential change on this front, and the need to incorporate some form of suitability criteria into client agreements is therefore likely to be a starter in the Year of the Horse.
Overview of recent developments in Saudi Arabia's arbitration laws.
It has become crucial for in-house attorneys to pay close attention to application data and compliance issues. Following the numerous reports of security data breaches that left many people with their personal information made public, a need to develop and implement policies and procedures to protect personal information has presented itself. Find out how to strengthen you current policy or get a good one into place.
In this briefing we look back at some of the most noteworthy market and legal developments in restructuring and insolvency in 2013.
When the general counsel has a seat at the chief executive’s leadership table, it sends a signal to the company’s stakeholders (internal and external) that ethics, compliance, and other legal risk considerations are a top priority of the company. This resource outlines why the general counsel should be a key ally and partner in establishing a corporate culture.
From intake through client satisfaction assessment, driving value in legal spending is happening in-house. These 2014 ACC Value Champions share how they apply risk-focused triage, play books, agile staffing, flexible sourcing and early dispute resolution to control legal spending.
This is a sample company buyer purchase agreement.
A confidentiality agreement between a company and a potential buyer. In consideration of a possible transaction between the two, information concerning the company's business, financial condition, operations, and assets is furnished to the potential buyer. This agreement ensures such information remains confidential and is used for the sole purpose of a transaction between the two. This agreement must be signed by the potential buyer.
Employment-related claims can affect the productivity and morale of a business unit in a way few other business disputes can. Not surprisingly then, employment claims are among the most tempting to settle quickly. Yet in the author's experience, an employer's record of early settlements with employees inspires the plaintiffs' bar. To avoid painting a bulls-eye on your company's back, you should develop a deliberate protocol for handling employment-related claims that discourages recreational or speculative claims.
This is a sample severance agreement setting out the rights and responsibilities of the employer and the separating executive, as well as the benefits that the employer will provide to the executive.
This report summarizes findings from 240 corporate counsel respondents from a wide variety of industries and companies of all sizes. Includes information regarding respondent demographics, current trends, and suggested action to be taken.
This is a sample technology license agreement.
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