Choose Programme Date

Pre-event Networking: 18th April 2010
Day One: 19th April 2010
Day Two: 20th April 2010

Programme Day One: Monday 19th April 2010

Translating regulatory requirements internally
Becoming an effective business partner and transforming the department with Legal-to-Business alignment
Business Meeting/BrainWeave™ - Leveraging value and increased customer care from your external counsel
Business Meeting/BrainWeave™ - How can you become a great leader for in-house counsel?
Embracing Risk Management: From loss prevention to value creation
Practical guide to Mergers & Acquisitions
Controlling the costs of litigation budgets
Intellectual Property Issues for the Corporate Generalist
Your company has just been raided and an investigation is under way. Do you have an effective strategy to focus your resources on only the most relevant documents?
Business Meeting/BrainWeave™ - How to conduct effective internal investigations
Business Meeting/BrainWeave™ - How can you recruit and retain the right talent for your in-house counsel?
Balancing business value and cost cutting initiatives
Rountable Discussions

7:00 - 8:00

Kevin-Perry Kevin Perry
Head of Litigation
Edwards Angell Palmer & Dodge UK LLP

Morning Refreshments and Chairman’s Address

8:00 - 9:00

Mark-Elliott Mark Elliott
General Counsel Global Commodities
Merrill Lynch

Donon Ezickson Doron Ezickson
Partner
McDermott Will & Emery LLP

Translating regulatory requirements internally

Panel Discussion

The last 12-18 months have seen a plethora of potential regulations arise due to the credit crunch and specifically many of them in the EU are set to mirror US regulations. What does this mean for European businesses and what impact will they have on how we operate? This session will out how to internalize upcoming regulations within your legal department.

How will enhanced financial regulations impact end users?

9:00 - 9:50

Malcolm-Wood Malcolm Wood
General Counsel
Standard Life

w_frenkel Wolf Frenkel
General Counsel
BearingPoint
(formerly the EMEA GC of Sun MicroSystems)

default Chris Haynes
Head of M&A and Commercial Law
British Airways

Becoming An Effective Business Partner And Transforming The Department With Legal-To-Business Alignment

Practical Case Reviews

Integrating the legal department into the business is not only instrumental to the future of the legal department, but also the role of the GC as it moves from ‘lawyer’ to board level strategic advisor. Understanding the key needs of your business and working proactively with business members not only strengthens the value of the services the legal department offers but inturn improves the productivity and efficiency of your team.

This session looks at 3 re-structured legal departments who have developed dynamic legal teams through their involvement in corporate governance and identifies key factors that have contributed to their success.

Introducing a corporate governance teams to advise the business into your legal dept
Working with business members and encouraging commercial skillsets
Introducing business input at the recruitment stage
Getting involved in government lobbying

9:50 - 10:00

Networking Break

10:00 - 10:30

andrew_miller Andrew Miller
Head of Strategy & Acquisition
Lexis Nexis

Business Meeting/BrainWeave™

Leveraging value and increased customer care from your external counsel

Led by
lexisnexis

10:30 - 11:00

Business Meeting

11:00 - 11:30

Business Meeting/BrainWeave™

How can you become a great leader for in-house counsel?

11:30 - 12:00

Business Meeting

12:00 - 12:40

	Case Study
Practical Guide To Mergers & Acquisitions Case Review Mergers and Acquisitions propose complex concerns for legal department and many risks along the way. This session will look at the practical step by step process implemented throughout the integration of Deutsche Post and DHL and give an insight into the processes that worked and those that didin’t. Geoff Cruikshanks General Counsel Deutsche Post	Infrastructure Investments And Public Procurement In Brazil Although Brazil is not a signatory to WTO's GPA, its public procurement law prevents differentiation between domestic and foreign bidders and forbids “buy national” preferences. However, many requirements and practices in actual bidding procedures place difficulties for a foreign company interested in bidding in Brazil. Brazilian current procurement laws and regulations do not follow any international standard (UNCITRAL Model Law, US FAR, EU Directives or IRDB Guidelines) and are a direct result of domestic tradition. They are also strongly influenced by judicial case law and by the rulings of non-judicial auditing bodies (Courts of Accounts). In recent years, Brazil has become a primary target for the international public procurement industry, with a growing defence budget and planned investments in all infrastructure areas (even beyond the World Cup of 2014 and the Olympics in 2016). This session will highlight and discuss solutions for the major legal concerns of a foreign company interested in entering and succeeding in the important Brazilian public procurement and infrastructure market. It will be conducted by and based on the professional expertise of one of the most prominent Brazilian practitioners in this field. Marçal Justen Filho Partner Justen, Pereira, Oliveira & Talamini

Case Study

Practical Guide To Mergers & Acquisitions

Case Review

Mergers and Acquisitions propose complex concerns for legal department and many risks along the way. This session will look at the practical step by step process implemented throughout the integration of Deutsche Post and DHL and give an insight into the processes that worked and those that didin’t.

Geoff-Cruikshanks Geoff Cruikshanks
General Counsel
Deutsche Post

Infrastructure Investments And Public Procurement In Brazil

Although Brazil is not a signatory to WTO's GPA, its public procurement law prevents differentiation between domestic and foreign bidders and forbids “buy national” preferences. However, many requirements and practices in actual bidding procedures place difficulties for a foreign company interested in bidding in Brazil. Brazilian current procurement laws and regulations do not follow any international standard (UNCITRAL Model Law, US FAR, EU Directives or IRDB Guidelines) and are a direct result of domestic tradition. They are also strongly influenced by judicial case law and by the rulings of non-judicial auditing bodies (Courts of Accounts).

In recent years, Brazil has become a primary target for the international public procurement industry, with a growing defence budget and planned investments in all infrastructure areas (even beyond the World Cup of 2014 and the Olympics in 2016).

This session will highlight and discuss solutions for the major legal concerns of a foreign company interested in entering and succeeding in the important Brazilian public procurement and infrastructure market. It will be conducted by and based on the professional expertise of one of the most prominent Brazilian practitioners in this field.

Marcal Marçal Justen Filho
Partner
Justen, Pereira, Oliveira & Talamini

12:40 - 13:50

Networking Lunch

13:50 - 14:30

	Case Study
Intellectual Property Issues for the Corporate Generalist The US Patent and Trademark Office estimates the value of intellectual property in the United States at $5 trillion in 2008. Do your corporate clients have programs in place to protect, harness, and capitalize on their IP? What do we encounter in enforcement actions (defensive and offensive)? How might a law department transition from cost center to profit center? This session will offer prepared remarks, anecdotes from the field, and encourage audience questions and participation. Topics will include: Establishing an IP program Corporate culture Establishing Patent Review Board and incentive programs Mining the portfolio Assessing the inventory Reselling/re-licensing Identifying target customers Valuation Asset value of IP Pricing IP to sell Valuation for licenses Enforcement The Non-Practicing Entity (“NPE” or “troll”) issue Strategy for approaching the market Litigation overview – what to expect Kevin Cranman General Counsel Ericsson Television Inc.	Your company has just been raided and an investigation is under way. Do you have an effective strategy to focus your resources on only the most relevant documents? How do you solve the challenge of rapidly locating the relatively small number of highly relevant documents in an investigation -- typically less than 20% -- focusing the legal team’s analysis on crucial documents rather than wasting time identifying non-responsive information? This case study demonstrates how Allen & Overy utilised prioritisation technology on a recent European regulatory investigation to help their client meet very tight deadlines and dramatically reduce costs by concentrating resources on only key documents as part of their review process. The wasted spend in document review is the time and money it takes to identify and exclude irrelevant documents. Time spent reviewing relevant documents is never wasted. By effectively managing the exclusion of irrelevant documents it is possible for companies to reduce legal costs and gain the upper hand in responding to regulatory investigations. Vince Neicho Litigation Support Specialist Allen & Overy Greg Wildisen Managing Director Epiq Systems Mike Brown International Sales Director Epiq Systems Led by Epiq Systems

Case Study

Intellectual Property Issues for the Corporate Generalist

The US Patent and Trademark Office estimates the value of intellectual property in the United States at $5 trillion in 2008. Do your corporate clients have programs in place to protect, harness, and capitalize on their IP? What do we encounter in enforcement actions (defensive and offensive)? How might a law department transition from cost center to profit center? This session will offer prepared remarks, anecdotes from the field, and encourage audience questions and participation. Topics will include:

Establishing an IP program

Corporate culture
Establishing Patent Review Board and incentive programs

Mining the portfolio

Assessing the inventory
Reselling/re-licensing
Identifying target customers

Valuation

Asset value of IP
Pricing IP to sell
Valuation for licenses

Enforcement

The Non-Practicing Entity (“NPE” or “troll”) issue
Strategy for approaching the market
Litigation overview – what to expect

k_cranman Kevin Cranman
General Counsel
Ericsson Television Inc.

Your company has just been raided and an investigation is under way. Do you have an effective strategy to focus your resources on only the most relevant documents?

How do you solve the challenge of rapidly locating the relatively small number of highly relevant documents in an investigation -- typically less than 20% -- focusing the legal team’s analysis on crucial documents rather than wasting time identifying non-responsive information? This case study demonstrates how Allen & Overy utilised prioritisation technology on a recent European regulatory investigation to help their client meet very tight deadlines and dramatically reduce costs by concentrating resources on only key documents as part of their review process.

The wasted spend in document review is the time and money it takes to identify and exclude irrelevant documents. Time spent reviewing relevant documents is never wasted. By effectively managing the exclusion of irrelevant documents it is possible for companies to reduce legal costs and gain the upper hand in responding to regulatory investigations.

Vince-Neicho Vince Neicho
Litigation Support Specialist
Allen & Overy

Greg-Wildisen Greg Wildisen
Managing Director
Epiq Systems

Mike-Brown Mike Brown
International Sales Director
Epiq Systems

Led by Epiq Systems

14:30 - 15:20

Eddie-Mclaughlin Eddie McLaughlin
MD & Head of Strategic Risk EMEA
Marsh

Mark-Wilford Mark Wilford
Director of Risk
Rolls Royce

Case Study

Embracing Risk Management: From Loss Prevention To Value Creation

Enterprise Risk Management (ERM) strategies encompass strategic, financial, operational and market risk. The General Counsel who understands such potential risks throughout an organisation can prevent costly legal events and use risk to create value for the company. By controlling risks, organisations are opened up to better return of investment and given a stronger foothold in transferring risk. This session highlights how to calculate and anticipate areas of risk across your organisation.

Emerging risk trends
Best Practice
Adopting international reporting standards for risk Valuation and assessment
Measuring value of ERM

15:20 - 15:50

Led By

Andrew-Szczech Andrew Szczech
Manager ED Consultancy
Kroll Ontrack

Business Meeting/BrainWeave™

How to conduct effective internal investigations

15:50 - 16:20

Business Meeting

16:20 - 16:50

Business Meeting/BrainWeave™

Weighing up value with successful IP

16:50 - 17:20

Business Meeting

17:20 - 18:10

Thomas-Werlen Thomas Werlen
General Counsel
Novartis

Sue-Brooks Sue Brooks
Chief of Staff
Barclays Legal and Compliance

Balancing Business Value And Cost Cutting Initiatives

Practical Case Reviews

The fluctuating economy has seen GC’s searching for new ways to demonstrate value, improve productivity and maintain a good quality of service on restricted and diminishing budgets. Cutting headcounts, reviewing panels, leveraging discounts or new payment structures with external counsel or simply looking at ADR as an alternative to costly litigation will remain a high priority for most. Finding the balance of spend management methods is a daunting task and one that varies depending on your product, business requirements and lets not forget budgets.

This panel discussion will highlight organisations from different industry sectors and give practical advice and takeaways on how they have cut costs in their legal departments.

18:10 - 19:10