The Association of Corporate Counsel (ACC) is the world's largest organization serving the professional and business interests of attorneys who practice in the legal departments of corporations, associations, nonprofits and other private-sector organizations around the globe.
This material discusses the tips for handling the legislative landscape, managing employee personal information, dealing with customer information, and breach response strategy.
Part two of this two-part program will address basic strategies for fighting back against insurer denials and delays so your firm's outlay is in the insurance premium, not the cost of the claim. The panel will also focus on how your drafting of complaints, answers and counterclaims affect your ability — and your adversary's ability — to get the insurer to pay the claim.
Why settle for "getting to yes" when you can "play to win"? Risk is everywhere and every decision you make is a gamble. To gain the advantage, you need to understand the odds and your opposition and accurately assess tolerance for legal and financial risk — your own, your company’s, and your competitor’s. This multi-disciplinary and interactive presentation will bring together the latest in decision theory, finance and psychology, using participatory examples from poker, blackjack and the stock market.
Attend part one of this two-part session and learn practical strategies for reducing insurance and litigation costs with the right insurance policies, including 10 strategies you can implement now. This panel discussion will include basic strategies for in-house counsel to employ to reduce insurance costs based on the company's litigation risk profile.
Non-profits may secure significant long-term, low-cost funding through the issuance of tax-exempt bonds, but the process is technical and complex. This session covered the basics on the benefits and risks of such financing, as well as the process and possible pitfalls in successfully bringing a bond deal to closure, and being a key player in the bond process.
Since the Enron and Arthur Andersen debacles, prosecutors have shifted toward deferring prosecution of companies and enhancing their scrutiny of officers, directors and professionals. Companies have become more willing to lay blame at the feet of in-house counsel and plaintiffs’ counsel are suing in-house counsel to increase the size of settlements and pit corporate insiders against each other. This program explored the personal liability risks that in-house counsel face in every day situations and provided the legal background so that in-house counsel can properly address those risks.
Best practices dictate that you should get and keep your directors interested in and learning about your company and issues pertaining to the board. This effort should start with the “on-boarding” process, followed by a continuing education program on topics such as legal and regulatory changes, trends in corporate governance, compliance, compensation, financial reporting, whistleblower developments, insurance, and more. It’s never to late for anyone—even the Board—to learn.
This program explored non-traditional ways a company can leverage its insurance policies, or the policies of a party with which it has a dispute, to access outside funds to resolve its disputes. Frequently, companies think of their insurance policies as applying only to personal injury claims, or fiduciary duty claims with respect to officers and directors. However, with appropriate documentation and planning, existing insurance policies often can be efficiently “mined” to address a broad array of commercial disputes beyond those traditionally considered.
There is nothing like the voice of experience to help guide your way. This general counsel panel from leading financial service companies provided just that. They discussed the issues that have been the most important to them and how they advise their corporations, manage regulatory risks, oversee the legal department, balance legal and business roles, and deal with outside counsel. Listen and learn!
From oil spills to restatements, from tampered products to failed mergers, highstakes matters require advance preparation and skillful execution. This panel of crisis veterans helped you and your team prepare for the next corporate challenge, from setting your communication strategy as the situation unfolds, to preparing the crisis management plan and assembling the team long before you need either one.