Deliver better oversight, accountability and transparency
We work with our clients to establish robust and adaptable governance, risk management and compliance solutions. Our lawyers have extensive experience advising clients on risk assessments and audits, governance models, advice to boards, reporting requirements and public statements, codes of conduct. We provide integrated and holistic advice that covers antitrust, M&A due diligence, data security and privacy, sanction, anti-bribery and corruption, anti-money laundering, environmental law, employment, financial regulation and human rights.
Build a more resilient culture
Organisations are constantly reacting to and recovering from disruptions. Few of these become existential crises, but many test a business’s resilience. We help our clients ensure that they have the flexibility to respond to opportunities as well as adverse or changing circumstances.
Withstand a crisis
Our cross-disciplinary crisis management team has unparalleled experience in handling some of the most significant and high-profile crises confronting corporates of the last few years. We can mobilise immediately to respond to the particular issues you are facing, offering you the support you need, wherever you need it, fitting into your crisis management team and collaborating with your other advisers. As we move beyond the initial response, we advise you on internal investigations, regulatory enforcement and investigations, and potential litigation involving claimants or defendants.
Many firms are looking for ways to ensure individuals are treated fairly in an internal investigation. Linklaters partner Alison Wilson and managing associate Ben Packer argue that the much-maligned practice of “Maxwellisation”, borrowed from public inquiries, could offer a solution.
In this edition of Business Crime Quarterly we report on recent notable cases in the US, France and Germany, look at new policy initiatives in the UK and outline the findings of a recent global review of fraud and corruption.
In the light of greater political, media and public scrutiny, companies, and in particular
remuneration committees, must, more than ever, ensure that they are rewarding
directors appropriately for performance.