This article provides an overview of an important case in which the United Kingdom Privy Council (UKPC) examined the fiduciary duties of a director in a company, specifically one what had recently become insolvent. It takes a look at what a company directors fiduciary duties and obligations are when insolvency occurs.
This article can guide you on how to build a powerful legal tech shopping list with functional and non-functional requirements.
As in-house counsel, you're corresponding with a variety of people, not just other lawyers. It's important that in-house counsel can write and communicate using non-lawyer language. Plain language isn’t about making language
boring; it's about ‘succinct writing that has a defined audience and purpose. With it the reader can easily find, understand and use the information they need’.
New vision and skills for new times. Progressive in-house lawyers at all levels are looking to do more than provide legal advice. To do that it is essential to develop "non-traditional" business skills and to know how to apply these in new ways of working.
User-generated content and influencer marketing allow organisations to engage more closely with consumers. However, both carry legal and reputational risk. In-house legal teams are uniquely placed to add value to their organisations by recognising and responding to these risks.
Management and security of personal health information has been the subject of public debate due to major breaches. In-house counsel need to be aware of the threats to their company's data and learn how to deal with the possibility of privacy challenges.
It is common for disputes over intellectual property (IP) rights, including patent, trademark and copyright disputes, to be multijurisdictional in nature. As discussed below, there are a number of important litigation procedures that make Canada an attractive forum in which to litigate IP rights.
Bullying, discrimination, fraud and integrity breaches have no place in the modern Australian workplace. Minimising and addressing bad behaviour in the workplace can generate huge savings for employers, and there are clear actions that corporate counsel can take to support the company’s efforts.
Do you want to be at the heart of decision-making in your business? Do you want to have greater autonomy over your own work and for your team? Do you want to be seen more positively within your organisation? Why increasing your influence isn't just beneficial, it's essential.
The noticeable refocussing of attention by boards on the non-financial risks organisations take has created opportunities for in-house counsel to refresh our value proposition to employers. However, have we truly seized these opportunities for what they are, and, if we have, are we ready to take them on and deliver on expectations?