Debra Kuper, VP, general counsel and corporate secretary at AGCO Corp., developed a preferred-provider network of law firms that were open to flexible billing. The project saved the company an average of $4 million per year. Kuper also united the company’s international attorneys through regional and global legal summits, which provide company lawyers with networking opportunities and educational sessions.
Ellen Rosenthal, Matthew Lepore, Amy Schulman and Justin McCarthy (pictured left to right) helped create the Pfizer Legal Alliance. The network of outside law firms handle 75 percent of Pfizer‘s legal work and receive 12 monthly payments of a flat fee determined at the beginning of each year. The initiative promotes collaboration among the law firms and has resulted in creative solutions to problems.
Kindra Hansen, Jeffrey Neumeyer and Elham Marder (shown left to right) of OfficeMax have seen success in the development of a satellite legal department in Boise, Idaho. The company’s litigation team was resistant to move when the company announced its headquarters were relocating to suburban Chicago. The attorneys stayed put in Boise and has handled the company’s litigation in-house while saving the company money.
Connie Wang, Matt Strathman, Scott Hampton, Annette Kazmerski and Lee Cheng (pictured left to right) of Newegg Inc. decided to bring document review in-house in order to cut down on discovery costs. Seeking to defend itself from a suit from a patent troll, Newegg’s legal department collaborated with an e-discovery vendor and outside counsel to bring the process in-house. They spent $17,000 less than they would have if they had outsourced the project to a document-review provider.
Kenna Daly, assistant GC and assistant VP at The Hartford, says her legal department successfully took on the task of developing an internal corporate social media policy. The project was challenging because the insurance industry faces stringent regulations, and the policy had to be compliant. A team of three in-house attorneys with different backgrounds developed the policy and still meets every other week to discuss the company’s needs.
To stay on top of the immense Dodd-Frank Wall Street Reform and Consumer Protection Act, Nationwide Mutual Insurance Co. developed a group dedicated to monitoring new regulatory action, directing advocacy plans and ensuring compliance throughout the company. The group gives Nationwide the ability to identify areas of the business that could be impacted by Dodd-Frank and allows the company to develop cohesive responses.
Joel Katz, Gary Brown and Amy Fliegelman Olli (shown left to right) were all involved in creating Griffin Peabody, the central character of CA Technologies‘ innovative ethics and compliance training program. He stars in a series of short, humorous videos that the team developed in order to make compliance training more interesting and fun for employees. The videos and a companywide competition led to 99.9 percent of CA Technologies employees completing the company’s mandatory compliance training.
Amy Leete Van Dyke, Duncan MacKay and Pam Tyrol (pictured left to right) recognized that the legal department at Northeast Utilities could use some diversity, so they partnered with the law firm Carmody & Torrance to create the Diversity Scholar Program, which brings diverse law school students into the company for a 10-week period during the summer. Since its inception, the program has had four interns, two of which were offered positions at Carmody & Torrance.
Michael Baroni is the solo in-house attorney at Palace Entertainment, which owns and operates theme parks, water parks and entertainment centers across the country. With a goal of reducing safety concerns, Baroni developed his company’s first Safety Initiative. The program requires managers to file daily incident reports, and all park employees must take part in safety training workshops. As a result, safety incidents in the company’s parks have been reduced.
Christopher Brittain, Jessica Tam, Dan Coll, Matthew Fawcett and Connie Brenton (shown left to right) were all key players in NetApp‘s innovative intern program. The company recruited law students to redesign and develop its website, as well as build an internal social-networking site for NetApp employees. The Web 2.0 initiative allows in-house lawyers to create profile pages, communicate with other lawyers and better manage their documents and workload.