| |
|
|
Epilogue: Future of the Corporate Counsel |
|
|
|
Chapter 1: |
Corporate Law Departments--Current Status |
|
|
- § 1:1 : The New Millennium—Second Decade1-1
- § 1:2 : A Blending of Inside and Outside Legal Resources1-6
- § 1:3 : Changing Times1-7
- § 1:4 : Management Attitudes1-8
- § 1:5 : A Few Parting Thoughts1-10
|
|
Chapter 2: |
Organization |
|
|
- § 2:1 : Profile of a General Counsel2-1
- § 2:2 : Scope of Duties2-2
- § 2:3 : Jurisdiction—General Policies and Procedures2-5
- § 2:4 : The Compliance/Ethics Officer2-6
- § 2:5 : Organizational Structure2-6
- § 2:6 : Modern Law Department Management2-8
- § 2:6.1 : Six Sigma, Re-engineering, Value-Added Business Focus, and the ACC Value Challenge2-8
- § 2:6.2 : Performance Benchmarking and Management2-10
- § 2:6.3 : Organizational Structure2-10
- § 2:6.4 : Tasks and Processes2-11
- § 2:6.5 : Staffing Alternatives2-11
- § 2:6.6 : Technology2-12
- § 2:6.7 : Crisis Management2-12
- § 2:6.8 : Corporate Compliance2-13
- § 2:6.9 : Litigation Management2-13
- § 2:7 : Centralization Versus Decentralization2-13
- § 2:8 : Internal Billing Arrangements2-16
|
|
Chapter 3: |
The Corporate Lawyer |
|
|
- § 3:1 : Attorney Job Descriptions3-2
- § 3:2 : Assigning Legal Responsibilities3-4
- § 3:2.1 : The Generalist3-4
- § 3:2.2 : The Specialist3-4
- § 3:2.3 : The Attorney Manager3-5
- § 3:3 : Organizing Along Sectional Lines3-6
- § 3:4 : Recruiting the Professional Staff3-6
- § 3:4.1 : Recruiting Sources3-7
- § 3:4.2 : Developing a Law School Recruiting Program3-8
- § 3:4.3 : The Interview3-10
- § 3:4.4 : Summer and Year-Round Student Internship Programs3-11
- § 3:5 : Bar Requirements3-12
- § 3:6 : Attorney Evaluation and Advancement3-13
- § 3:6.1 : Performance Reviews3-13
- § 3:6.2 : Advancement3-14
- § 3:6.3 : Selecting the Next General Counsel3-15
- § 3:6.4 : Other Opportunities for Corporate Lawyers3-15
- § 3:7 : Counsel Development3-16
- § 3:7.1 : Orientation3-16
- § 3:8 : Professional Development Programs3-17
- § 3:8.1 : Purpose3-17
- § 3:8.2 : What Counsel Want and Expect from Senior Attorneys3-17
- § 3:8.3 : Selected Legal Subjects Important to the Company3-17
- § 3:8.4 : Continuing Legal Education Courses3-18
- § 3:8.5 : Tracking CLE and In-House Seminar Participation3-18
- § 3:8.6 : Learning More About the Company3-18
- § 3:8.7 : Developing a Specialist3-19
- § 3:8.8 : Exchange Programs3-20
- § 3:8.9 : Scholar in Residence3-20
- § 3:8.10 : Counsel Rotation Program3-20
- § 3:9 : Compensation3-22
- § 3:9.1 : Setting Compensation Rates3-22
- § 3:9.2 : Compensation Trends3-24
- § 3:9.3 : Nonmonetary Incentives3-25
|
|
Chapter 4: |
Law Office Management |
|
|
- § 4:1 : Managing Lawyers4-2
- § 4:2 : Departmental Size Affects Management4-2
- § 4:3 : Management Staff4-2
- § 4:3.1 : Legal Administrator4-3
- § 4:3.2 : Paralegal (Legal Assistant)4-3
- § 4:3.3 : Litigation Paralegal4-5
- § 4:3.4 : Business Paralegal4-6
- § 4:3.5 : Corporate and Specialty Law Paralegal4-7
- § 4:3.6 : Legal Secretary4-9
- § 4:3.7 : Legal Information Technology Expert4-10
- § 4:3.8 : Librarian/Legal Research4-11
- § 4:3.9 : Document Manager4-12
- § 4:3.10 : Administrative Assistant4-12
- § 4:4 : Other Corporate Departments4-12
- § 4:5 : Support Systems4-13
- § 4:5.1 : Document Construction and Transmission4-13
- § 4:5.2 : Document Storage and Retrieval4-14
- § 4:5.3 : Internal Precedent4-15
- § 4:5.4 : Budgetary Analysis4-15
- § 4:5.5 : Legal Fees Analysis4-15
- § 4:5.6 : Conflicts of Interest4-16
- § 4:6 : Planning and Reporting4-17
- § 4:6.1 : Corporate Planning Process4-17
- § 4:6.2 : Long-Range Planning4-18
- § 4:6.3 : Budgeting4-18
- § 4:6.4 : Risk Management Versus Resource Management4-19
- § 4:6.5 : Corporate Reporting Processes4-19
- § 4:6.6 : Internal Reporting Processes4-20
|
|
Chapter 5: |
Strategic Planning and the Corporate Law Department |
|
|
- § 5:1 : Introduction5-1
- § 5:2 : Long-Range/Strategic Planning5-2
- § 5:3 : Formulating the Mission5-2
- § 5:4 : Adding Annual Objectives or Sub-Objectives5-5
- § 5:5 : Implementing the Plan5-6
- § 5:6 : A Case Study in Long-Range/Strategic Planning5-8
- § 5:7 : Legal Involvement in Corporate Planning5-11
- § 5:7.1 : Planning and Preventive Law5-11
- § 5:7.2 : In-House Lawyer As a Business Executive5-13
|
|
Chapter 6: |
Law Department Technology |
|
|
- § 6:1 : Introduction6-1
- § 6:2 : Document Creation6-5
- § 6:3 : Communications6-6
- § 6:4 : Litigation Case Management6-11
- § 6:5 : Nonlitigation Case Management6-12
- § 6:6 : Research and Information6-13
- § 6:7 : Cloud Computing6-15
- § 6:8 : Conferencing6-16
- § 6:9 : Other Applications6-17
- § 6:10 : How to Select and Leverage Technology Tools6-18
|
|
Chapter 7: |
Law Department Productivity: Re-Engineering, Benchmarking, and Client Surveys; And Exhibits 7A-7E |
|
|
- § 7:1 : Introduction7-2
- § 7:2 : Re-Engineering7-3
- § 7:2.1 : Stage One: Strategic Positioning and Mission7-3
- § 7:2.2 : Stage Two: Preparation of Change Plan7-5
- § 7:2.3 : Stage Three: Identification of Processes7-5
- § 7:2.4 : Stage Four: Design and Implementation7-5
- § 7:3 : Total Quality Management: The Forerunner of Re-Engineering7-6
- § 7:4 : The Role of Client Surveys7-8
- § 7:5 : Benchmarking7-11
- § 7:5.1 : Why Benchmark?7-11
- § 7:5.2 : How to Benchmark7-11
- [A] : Internal7-11
- [B] : External7-12
- § 7:5.3 : Using the Results of Benchmarking7-14
- § 7:6 : Legal Project Management: The Latest Approach7-15
- § 7:7 : Parting Thoughts7-16
- Exhibit 7A : ACC Law Department Client Satisfaction Survey7EXA-1
- Exhibit 7B : Hildebrandt Baker Robbins 2010 Law Department Survey—Press Release7EXB-1
- Exhibit 7C : ALM Law Department Metrics Benchmarking Survey (Survey Excerpt—2010 Edition)7EXC-1
- Exhibit 7D : 2010 ACC/Serengeti Managing Outside Counsel Survey—Press Release7EXD-1
- Exhibit 7E : Altman Weil 2010 Chief Legal Officer Survey—Executive Summary7EXE-1
|
|
Chapter 8: |
The Client--Ethical Considerations |
|
|
- § 8:1 : Introduction8-1
- § 8:2 : Who Is the Client?8-2
- § 8:3 : Malpractice8-19
|
|
Chapter 9: |
Confidentiality of Communications; And Exhibit 9A: ABA Report on Attorney-Client Privilege for In-House Counsel |
|
|
- § 9:1 : Introduction9-1
- § 9:2 : Attorney-Client Privilege9-2
- § 9:3 : Work-Product Doctrine9-12
- § 9:4 : Self-Evaluative Privilege9-19
- § 9:5 : Whistleblowing9-22
- § 9:6 : Waiver9-29
- § 9:7 : Retaliatory Discharge/Wrongful Termination9-40
- § 9:8 : The Privilege Internationally9-43
- § 9:9 : Accountant-Client Privilege9-45
- Exhibit 9A : ABA Report on Attorney-Client Privilege for In-House Counsel9EXA-1
|
|
Chapter 10: |
Legal Services Unique to In-House Counsel; And Exhibits 10A-10C |
|
|
- § 10:1 : Proactive/Reactive Lawyering10-1
- § 10:2 : Involvement in the Corporate Planning Process10-2
- § 10:3 : Compliance Programs10-3
- § 10:4 : General Legal Audits10-3
- § 10:5 : Litigation Audits10-5
- § 10:6 : Handling Government Inquiries10-8
- § 10:7 : Conflicts of Interest10-9
- § 10:8 : Opinions of Counsel10-9
- § 10:9 : Drafting Affidavits10-10
- § 10:10 : Crisis Counseling/Management10-10
- § 10:11 : Record Retention Rules10-11
- § 10:12 : Providing Legal Services to Employees10-12
- § 10:12.1 : On Company Matters10-12
- § 10:12.2 : On Personal Matters10-13
- § 10:13 : Non-Legal Functions of Law Department10-15
- § 10:13.1 : Attorneys10-15
- Exhibit 10A : Checklist for Responding to Search Warrants10EXA-1
- Exhibit 10B : Model Records Retention Guideline10EXB-1
- Exhibit 10C : Model Corporate Records Retention Plan10EXC-1
|
|
Chapter 11: |
Corporate Compliance Programs; And Exhibits 11A-11C |
|
|
- § 11:1 : Introduction11-1
- § 11:2 : Necessity of Compliance Programs11-2
- § 11:3 : Effect of Compliance Programs11-2
- § 11:4 : Effective Compliance Programs and Early Detection11-3
- § 11:5 : Effective Compliance Programs and Their Influence on a Prosecutor’s Decision to Indict11-4
- § 11:6 : Effective Compliance Programs Can Mitigate Penalties upon Conviction11-5
- § 11:6.1 : Dodd-Frank Whistleblower Program11-6
- § 11:7 : Possible Downside to Implementing a Compliance Program11-7
- § 11:7.1 : Enthusiasm11-8
- § 11:7.2 : Knowledge of the Industry/Company11-8
- § 11:7.3 : Knowledge of the Law11-9
- § 11:8 : Implementing an Effective Compliance Program11-11
- § 11:9 : Compliance and Terrorism11-12
- § 11:10 : Compliance Program Subjects11-13
- § 11:10.1 : Antitrust11-13
- § 11:10.2 : Environmental11-16
- § 11:10.3 : Employment11-18
- § 11:10.4 : Intellectual Property11-20
- § 11:10.5 : Securities Laws11-20
- Exhibit 11A : U.S. Department of Justice, Principles of Federal Prosecution of Business Organizations (Filip Memorandum)11EXA-1
- Exhibit 11B : A Practical Guide to the Sarbanes-Oxley Act of 200211EXB-1
- Exhibit 11C : Press Release, SEC Adopts Rules to Establish Whistleblower Program (May 25, 2011)11EXC-1
|
|
Chapter 12: |
Internal Investigations; And Exhibits 12A-12F |
|
|
- § 12:1 : Introduction12-1
- § 12:2 : Who Should Conduct the Internal Investigation?12-4
- § 12:2.1 : In-House Counsel12-5
- § 12:2.2 : Outside Counsel12-6
- § 12:2.3 : Private Investigators and Consulting Firms12-6
- § 12:3 : Investigative Strategies12-8
- § 12:4 : Confidentiality of Communications12-10
- § 12:5 : Preserving the Privileges12-11
- § 12:6 : Authorization Process12-12
- § 12:7 : Document Production12-12
- § 12:8 : Employee Interviews and Relations12-13
- § 12:9 : Resolving and Closing the Investigation12-14
- Exhibit 12A : Checklist for Internal Investigations: Practical Pointers to Remember During an Internal Investigation12EXA-1
- Exhibit 12B : Request for Authorization to Conduct an Internal Investigation12EXB-1
- Exhibit 12C : Authorization for an Internal Investigation12EXC-1
- Exhibit 12D : Authorization of Outside Counsel to Conduct an Internal Investigation12EXD-1
- Exhibit 12E : Sample Letter Creating a Confidential Relationship with a Consultant12EXE-1
- Exhibit 12F : Memorandum to Employees Advising Them of Investigation12EXF-1
|
|
Chapter 13: |
Crisis Management; And Exhibit 13A: What to Do When: A Primer on How Corporate Counsel Deal with Disaster and Handle Crisis |
|
|
- § 13:1 : Crisis Management and Terrorism13-1
- § 13:2 : Corporate Crisis: A View from the Media and the Public13-1
- § 13:3 : The Nature of a Corporate Crisis13-2
- § 13:4 : Pre-Crisis Planning13-2
- § 13:5 : Dealing with a Crisis13-5
- § 13:6 : When the Smoke Clears13-9
- Exhibit 13A : What to Do When: A Primer on How Corporate Counsel Deal with Disaster and Handle Crisis13EXA-1
|
|
Chapter 14: |
Litigation Management |
|
|
- § 14:1 : Introduction14-3
- § 14:2 : Considerations in Developing a Litigation Management Strategy14-4
- § 14:2.1 : Cost Control14-4
- [A] : Using Corporate Resources14-4
- [B] : Avoiding Unnecessary Legal Services14-4
- § 14:2.2 : High-Quality Representation14-5
- [A] : Benefiting from In-House Knowledge and Expertise14-5
- [B] : Community Parochialism, Pro Hac Vice Rules, and Procedural and Evidentiary Variations14-6
- § 14:3 : Intangible Benefits Associated with Handling Litigation In-House14-7
- § 14:4 : Some Practical Impediments to Handling Litigation In-House14-8
- § 14:5 : E-Discovery Management14-8
- § 14:5.1 : Retaining Electronic Data14-9
- [A] : Obligation to Preserve Electronic Data14-10
- [B] : Fulfillment of Document Preservation Obligations14-12
- § 14:5.2 : Managing E-Discovery14-14
- [A] : Cost Control14-15
- [B] : Time Saving14-16
- [C] : Litigation Readiness; Early Case Assessment14-16
- § 14:5.3 : Electronic Discovery Strategy14-17
- [A] : Evaluating the Preservation Obligation14-17
- [B] : Anticipating the Scope of Discovery14-18
- [C] : Researching Opposition and Developing Offensive Strategy14-18
- [D] : Strategizing the Discovery14-18
- [E] : Negotiating the Discovery14-19
- § 14:5.4 : Electronic Discovery Conclusion14-19
- [A] : Electronic Discovery Timeline14-19
- [B] : Form 3514-20
- § 14:6 : General Considerations14-21
- § 14:7 : Current Trends in Litigation Strategies14-22
- § 14:8 : Three Litigation Strategies14-22
- § 14:8.1 : Option One: Only Manage Litigation14-22
- [A] : Degree of Management14-23
- [B] : Staff Considerations14-24
- [C] : Information System Required14-24
- [D] : Cost Control14-24
- [E] : Learning from Experience14-25
- § 14:8.2 : Option Two: Manage and Litigate14-25
- [A] : Criteria for Selecting Cases to Litigate In-House14-25
- [A][1] : Nature of the Case14-25
- [A][2] : Geographic Considerations14-26
- [A][3] : Training Opportunity14-26
- [A][4] : Availability of In-House Resources—Monetary Cutoffs14-26
- [B] : Using the Criteria14-27
- [C] : Other Considerations in Selecting Option Two14-28
- [C][1] : Staff14-28
- [C][2] : Information System Required14-28
- [C][3] : Cost Control14-28
- [C][4] : Learning from Experience14-29
- [C][5] : Intangible Factors14-29
- § 14:8.3 : Option Three: Litigate All But Unusual Cases14-29
- [A] : Cost Control14-30
- [B] : Staff Considerations14-30
- [C] : Successful Outside Counsel Relationships14-31
- [D] : Support Structure14-31
- [E] : Intangible Benefits14-31
- § 14:8.4 : Steps to Successfully Handling Litigation In-House14-32
- [A] : Achieving Maximum Efficiencies14-32
- § 14:9 : Choosing a Litigation Strategy14-33
- § 14:10 : Performing a Litigation Risk Analysis14-33
- § 14:11 : Building a Decision Tree14-35
- [A] : Decision Tree: Decision to Settle14-35
- § 14:12 : Evaluate the Summons and Service14-36
- § 14:13 : Evaluate the Complaint and Liability14-36
- [A] : Checklist for Evaluating Complaint and Liability14-37
- § 14:14 : Pursue Early Resolution or Obtain an Extension of Time14-37
- § 14:15 : Investigate the Facts and Contact Clients14-38
- § 14:15.1 : Opposing Counsel14-38
- § 14:15.2 : Clients14-38
- § 14:15.3 : Insured Liabilities14-39
- § 14:15.4 : Workers’ Compensation14-39
- § 14:15.5 : Manager and Location14-39
- § 14:15.6 : Customer Service or Complaints Department14-40
- § 14:15.7 : Other In-House Attorneys14-40
- § 14:15.8 : Other Corporate Staff14-41
- § 14:15.9 : Employee Indemnification14-41
- § 14:15.10 : General Points for All Clients14-42
- § 14:15.11 : Privileged Communications14-42
- § 14:15.12 : Other Sources of Information14-43
- § 14:15.13 : Special Considerations14-43
- § 14:16 : Preventive Counseling14-43
- § 14:17 : Early Settlement/Alternate Dispute Resolution14-44
- § 14:18 : What Is Early Settlement/Alternate Dispute Resolution?14-44
- § 14:19 : Trends14-45
- § 14:20 : Pros and Cons14-46
- § 14:21 : Setting a Policy14-46
- § 14:22 : Steps to Early Resolution14-48
- § 14:22.1 : Contact Plaintiff’s Attorney and Obtain Extension of Time14-48
- § 14:23 : Settlement Authority14-49
- § 14:24 : When to Invoke ADR14-49
- § 14:25 : Picking the Best Option14-50
- § 14:26 : What a Third Party Can Do14-50
- § 14:27 : Administrative Procedures and Litigation Support14-50
- § 14:27.1 : Computerized Litigation Support14-50
- [A] : Case Management and Integrated Data Base14-51
- [B] : Professional Fees Analysis14-52
- [C] : Calendar14-52
- [D] : Computerized Legal Research14-52
- [E] : In-House Information Storage and Retrieval Systems14-53
- [F] : Client and Outside Counsel Communication14-53
- [G] : Document Management and Trial Assistance14-53
- [H] : Other Computer Applications14-54
- § 14:27.2 : In-House Resources14-54
- [A] : Library14-54
- [B] : Standard Forms14-54
- [C] : Other Resources14-55
- § 14:27.3 : Administrative Procedures14-55
- [A] : Processing a New Lawsuit14-55
- [B] : Procedures for Bringing Suit14-56
|
|
Chapter 15: |
Retaining and Managing Outside Counsel; And Exhibits 15A-15I |
|
|
- § 15:1 : Introduction15-2
- § 15:2 : Change Is the Touchstone15-3
- § 15:3 : When to Retain Outside Counsel15-3
- § 15:3.1 : Authority to Hire15-3
- § 15:3.2 : Determining When Outside Counsel Is Needed15-5
- § 15:4 : In-House vs. Outside Counsel15-6
- § 15:4.1 : Law Department15-6
- § 15:4.2 : Outside Counsel15-6
- § 15:5 : Selecting Outside Counsel15-7
- § 15:5.1 : Methods: RFP, Beauty Contest, Auction15-7
- § 15:5.2 : The Selection Process15-12
- § 15:6 : Establishing Guidelines and Dividing Responsibilities15-14
- § 15:6.1 : The Role of Staff Counsel15-17
- § 15:6.2 : The Role of Outside Counsel15-18
- § 15:7 : Controlling Costs15-20
- § 15:7.1 : Developing a Budget15-21
- § 15:7.2 : Billing Policies15-22
- § 15:7.3 : Hourly Billing15-26
- § 15:7.4 : Alternative Fee Arrangements15-27
- [A] : Fixed Fee15-28
- [B] : Premium or Value Billing15-28
- [C] : Contingency Fees15-29
- [D] : Third-Party Commercial Litigation Funding15-29
- § 15:8 : Evaluating Outside Counsel15-30
- § 15:9 : What Outside Counsel Expect of Law Departments15-32
- § 15:10 : The Goal: Realizing Cost-Effective Quality Service15-35
- Exhibit 15A : Sample Letter of Engagement15EXA-1
- Exhibit 15B : Sample Budget Cover Letter15EXB-1
- Exhibit 15C : Sample Budget15EXC-1
- Exhibit 15D : Sample Outside Counsel Cost Analysis15EXD-1
- Exhibit 15E : Sample Budget Reconciliation Letter15EXE-1
- Exhibit 15F : Sample Bill Discrepancy Letter15EXF-1
- Exhibit 15G : Outside Counsel Invoice Checklist15EXG-1
- Exhibit 15H : Sample Invoice Correction Letter15EXH-1
- Exhibit 15I : Sample Invoice Deficiency Letter15EXI-1
|
|
Chapter 16: |
Corporate Governance |
|
|
- § 16:1 : Introduction16-1
- § 16:2 : Duty of Care16-3
- § 16:2.1 : Basic Considerations16-3
- § 16:2.2 : Duty of Care in the Decision-Making Context16-6
- § 16:2.3 : Duty of Care in the Non-Decision-Making (or Monitoring) Context16-9
- § 16:2.4 : Corporate Social Responsibility16-10
- § 16:3 : The Business Judgment Rule16-11
- § 16:3.1 : Classic Business Judgment Rule16-11
- § 16:3.2 : Enhanced Business Judgment Rule16-13
- § 16:3.3 : Operative Elements of the Classic Business Judgment Rule16-13
- § 16:4 : The Caremark Case and Directors’ Duty to Establish Compliance Programs16-14
- § 16:5 : Dilemma of Counsel Serving on Board of Directors16-17
- § 16:5.1 : Benefits of the Dual Role16-18
- § 16:5.2 : Conflicts of Interest and Independence As a Lawyer16-19
- § 16:5.3 : Issues of Liability16-22
- § 16:5.4 : Attorney-Client Privilege Compromised16-24
- § 16:5.5 : Risk-Minimizing Suggestions16-24
- § 16:6 : Miscellaneous Issues16-25
- § 16:6.1 : Exculpation16-25
- § 16:6.2 : Indemnification16-26
|
|
Chapter 17: |
Globalization and In-House Counsel |
|
|
- Exhibit 17A : Table of Chapters, International Corporate Practice17EXA-1
|
|
Chapter 18: |
The Sole In-House Practitioner |
|
|
- § 18:1 : Introduction18-1
- § 18:2 : The Advent of the Sole In-House Lawyer18-2
- § 18:3 : Profile of a Sole Practitioner18-2
- § 18:4 : Role of the Sole Practitioner18-3
- § 18:5 : Interfacing with Top Management18-4
- § 18:6 : Major Legal Duties and Responsibilities18-5
- § 18:7 : Comparing the Sole Practitioner’s Role with That of the Larger Law Department18-8
- § 18:8 : Relationship with Outside Counsel18-9
- § 18:9 : Peculiar Needs and Problems of the Sole Practitioner18-11
- § 18:9.1 : Professional Interaction vs. Isolation18-12
- § 18:9.2 : Career Development Opportunities and Limitations18-13
- § 18:9.3 : Compensation18-14
- § 18:9.4 : Support Resources18-15
- § 18:9.5 : Budgets18-15
- § 18:9.6 : Pro Bono and Other Activities18-16
- § 18:9.7 : Ethical Pressures18-16
- § 18:10 : Starting a One-Person Law Department18-17
|
|
Chapter 19: |
Appendix A1: The Federal Antitrust Laws |
Jay N. Fastow ~ Weil, Gotshal & Manges LLP
Denise Plunkett ~ Dickstein Shapiro LLP |
|
|
Chapter 20: |
Appendix A2: Employment Law |
Paul J. Siegel ~ Jackson Lewis LLP |
|
|
Chapter 21: |
Appendix A3: Environmental Law |
Eric B Rothenberg ~ Morgan Lewis & Bockius LLP
John J. McAleese ~ Morgan Lewis & Bockius LLP |
|
|
Chapter 22: |
Appendix A4: Securities Laws |
David A.Sakowitz ~ Winston & Strawn LLP |
|
|
Chapter 23: |
Appendix A5: Whistleblower Provisions of the Dodd-Frank Act |
Marc Litt ~ United States Attorney's Office for the Southern District of New York |
|
|
Chapter 24: |
Appendix A6: Foreign Corrupt Practices Act |
Keith Martin ~ Chadbourne & Parke LLP |
|
- Text of the Foreign Corrupt Practices ActApp. A6-15
|
|
Chapter 25: |
Appendix A7: Export Control Laws |
Thomas B McVey ~ Williams Mullen |
|
|
Chapter 26: |
Appendix A8: U.S. Customs Law and Compliance |
F. Amanda DeBusk ~ Hughes Hubbard & Reed LLP
Alan Kashdan ~ Hughes Hubbard & Reed LLP |
|
|
Chapter 27: |
Appendix A9: Money Laundering and Asset Forfeiture |
Michael Zeldin ~ Deloitte & Touche LLP |
|
|
Chapter 28: |
Appendix A10: Intellectual Property in Marketing Communications |
Richard Kurnit ~ Frankfurt Kurnit Klein & Selz P C |
|
|
Chapter 29: |
Appendix A11: Privacy and Data Protection Law |
Jacqueline Klosek ~ Goodwin Procter LLP |
|
|
Chapter 30: |
Appendix A12: Advertising and Promotion Liability |
Richard Kurnit ~ Frankfurt Kurnit Klein & Selz P C |
|
|
Chapter 31: |
Appendix A13: Arbitration |
Paul D. Friedland ~ White & Case LLP |
|
|
Chapter 32: |
Appendix A14: Reserved |
|
|
|
Chapter 33: |
Appendix A15: Bankruptcy |
Arnold Gulkowitz ~ Dickstein Shapiro LLP
Shaya Berger ~ Dickstein Shapiro LLP |
|
|
Chapter 34: |
Appendix A16: Accounting for Nonaccountants |
Yogesh Bahl ~ Deloitte Financial Advisory Services, LLP |
|
|
Chapter 35: |
Appendix A17: Immigration Law |
David Hirson ~ Fragomen, Del Rey, Bernsen & Loewy, LLP
James Y Pack ~ Fragomen, Del Rey, Bernsen & Loewy, LLP |
|
|
Chapter 36: |
Appendix A18: A Policyholder's Primer on Insurance |
James R. Murray ~ Dickstein Shapiro LLP |
|
|
Chapter 37: |
Appendix A19: Real Estate Leasing Transactions |
Glenn E. Motelson ~ Davis & Gilbert LLP
Mark E. Maltz ~ Davis & Gilbert LLP |
|
|
Chapter 38: |
Appendix A20: In-House Counsel Pro Bono Programs |
Madeleine Schachter ~ Global Access to Technology for Development |
|
|
Chapter 39: |
Index to Corporate Legal Departments |
|
|