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From: "International In-house Counsel Journal" <james.doherty@iicjlaw.com>
To: "Bruce Blanco" <bruce@transocean.com>
Subject: February Issue
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 Content preview:  Dear Bruce The February issue of the International In-house
    Counsel Journal is available on-line now, which you can access by visiting
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    Conference in London on March 20th, please do so by visiting: https://iicj.net/store/index.php/iicjannual2018.html
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	<div style="font-size: 10pt;"><span style="font-size: 10pt; font-family: Arial, Helvetica, sans-serif;">Dear Bruce</span></div>
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	<div style="font-size: 10pt;"><span style="font-size: 10pt; font-family: Arial, Helvetica, sans-serif;">The <a href="https://iicjlaw.com/mailer/inc/rdr.asp?494970___182713420___478___609">February issue </a>of the International In-house Counsel Journal is available on-line now, which you can access by visiting the <a href="https://iicjlaw.com/mailer/inc/rdr.asp?494970___182713420___478___174" style="">IICJ Library</a></span></div>
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		<div style="font-size: 10pt;"><span style="font-size: 10pt; font-family: Arial, Helvetica, sans-serif;">Whether&nbsp;you are a customer or a supplier, Speed to Contract ("S2C”) produces benefits. The faster parties come to "yes,” the sooner critical products or services can drive a customer’s business success, the quicker involved personnel can shift to other tasks, and the earlier revenue streams can hit the supplier’s books. Unfortunately, all too often, negotiations over the same issues slow down the process. Many of us can replay arguments over limitations of liability, indemnifications, audits and the like in our sleep. A practical solution is at hand. IACCM is now endorsing a set of fair, balanced contracting principles that, if accepted in advance by the parties and built into template agreements, can remove these issues from the negotiating table and allow the business folks to focus quickly on the core of the deal – deliverables and commercials. Everyone wins.<a href="https://iicjlaw.com/mailer/inc/rdr.asp?494970___182713420___478___610">Read whole Paper</a><a href="https://iicjlaw.com/mailer/inc/rdr.asp?494970___182713420___478___610">&nbsp;</a></span></div>
		<div style="font-size: 10pt;"><span style="font-size: 10pt; font-family: Arial, Helvetica, sans-serif;">&nbsp;</span></div>
		<div style="font-size: 10pt;"><span style="font-size: 10pt; font-family: Arial, Helvetica, sans-serif;">Despite the fact that over the years the English Courts have handed down a considerable number of judgments on the issue of the extent of liabilities that a parent company is required to shoulder on behalf of its subsidiaries, branches or any other legal entity under its umbrella and control, especially by virtue of their organisational connectivity between itself and its various units whether by virtue of contractual or non-contractual reasons, the commercial world still seems to be disregarding the legal effect of what is usually known as the doctrine of one economic unit. Recently, the High Court of Justice was required to re-visit the above mentioned doctrine in Cape Distribution Ltd v Cape International Holdings plc in which the principal issue was on insurer’s continuing obligations for an existing parent company and its absence towards its subsidiaries whether in order to protect the pension privilege of the employees of that subsidiary or otherwise. These and some of the related issues received the attention of the Supreme Court in re Nortel GmbH (in Administration) and related companies, in re Lehman Bros International (Europe) (in Administration) and related companies in which their Lordships made references to a large number of precedents in order to justify their judgment in Nortel. These cases also confirmed the connotation of the word "obligation” in law, and whether they have to emanate from contracts or conducts of the parties concerned. <a href="https://iicjlaw.com/mailer/inc/rdr.asp?494970___182713420___478___611" style="">Read whole paper</a></span></div>
		<div style="font-size: 10pt;">&nbsp;</div>
		<div style="font-size: 10pt;"><span style="font-size: 10pt; font-family: Arial, Helvetica, sans-serif;">Evolving international regulations are driving sustainability innovation and improvement in many value chains. Additionally, business-to-business relationships are further creating voluntary self-regulatory influences. This is impacting and complicating supply chain decisions from relationships with suppliers and customers, to strategic, marketing, financing, and operating decisions needed to comply with growing regulatory and stakeholder demands for more sustainable value chains. Broader supply chain network decisions are putting pressure on corporate strategies to not only enhance value to the customer, but also address social and environmental conditions in order to capture opportunities to further improve profit and market growth. This paper examines research in this field and while highlighting a case study on one organization’s journey to seek out value chains for sustainability compliance, we identify the pertinent European laws for multi-nationals seeking to compete in the global sustainability market.<a href="https://iicjlaw.com/mailer/inc/rdr.asp?494970___182713420___478___612" style="">Read whole paper</a></span><br />
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