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【法务英语】2020年企业法务应对危机指南

【法务英语】2020年企业法务应对危机指南

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突发的疫情可能会引发企业较多的经营和管理危机,提前做好危机预案是应对风险的最佳方式,本文给出了一些从法务角度考虑危机应对的建议,值得分享。

危机应对:总法律顾问指南
March 2020 l EY
无论是全球大流行,经济冲击还是自然灾害,面对这些挑战时,全球组织的危机计划都将成为重点。对于许多忙于“一切照旧”的法律团队来说,只有在危机袭来之时,政策才会尘土飞扬,总法律顾问也争先恐后地与更广泛的组织的响应团队保持一致。
为了让总法律顾问考虑危机发生时法律部门应如何应对,安永法律专家概述了要考虑的关键领域。尽管这些方法可能因地理位置和部门而异,但基本原则将保持不变。
  1. 采用多学科方法

    ►您能否迅速说出可能会影响多少合同,供应商,员工和其他关键关系?

    ►您的标准条款和条件或主要合同中的“不可抗力”或困难条款是否适用于此次危机?

    •是否存在可以使组织援引不可抗力的前提条件(例如,政府通知或接受保险)?

    •组织是否对自己的条款和条件构成其关键商业关系的基础充满信心,还是需要评估不同的不可抗力条款的含义?

    •您是否评估了保险合同的有效性和可执行性以及评估了危机背景下的保险范围?

    •您组织的公司治理规则是否仅考虑面对面会议,还是允许举行远程会议?

    •对于基于健康的紧急情况,是否有协议来处理敏感的个人健康数据,包括在员工可能无法自我报告前往限制区域的情况下?

  2. 分析选项

    ►评估替代供应商时,当前供应商合同中是否存在排他性条款,可能会使转换复杂化?

    ►健康或重要保险政策如何解释危机,在什么情况下会暂停付款?

    ►由于员工无法控制的情况,您是否有义务继续支付雇员在隔离区或缺勤的工资?这是否包含在雇佣合同或地方法规中?

    ►您的团队是否与组织的主要供应商关系经理保持联系,以确定供应商的财务能力或对组织面临的危机的态度?

    ►您是否就责任和潜在损害诉讼方面的潜在事件取消评估了风险?

  3. 与新团队/同事保持合作

    ►法律团队是否规定了谁负责与您组织中的关键团队进行定期联络和更新?(如果主要代表无法执行其任务,则任何委托也应包括替代方案。)

    ►您的法律部门将在内部和外部沟通(包括社交媒体)方面采取哪些措施和措施,以防止声誉风险,泄漏或虚假信息影响公司品牌?(在速度与准确的法律建议之间取得平衡是至关重要的。)

    ►您将如何提供信息并履行对工会,工会和其他员工代表机构的咨询义务?

  4. 执行危机计划

    ►汇总多个辖区对您当地团队的雇主义务,包括向监管机构报告义务

    ►审查雇主在替代地点工作时提供适当技术/设备的义务

    ►审查员工指导和定期更新的方法,包括健康和安全(大多数员工不在组织的办公室和设施中)

  5. 进行事后报告

    ►您是自己进行还是参加更广泛的组织的危机后审查活动?

    ►您能否追踪从上一次重大危机中学到的经验教训,以及在随后的危机中如何改善对策?

当发生危机时,法律部门通常会尽最大努力解决这些问题,而现代法律部门应该能够更快,更准确地量化法律风险。这应包括为团队配备合适的技术工具(例如,单个合同存储库,与SAP等企业系统的集成,大批量合同审查工具),合法的工作流管理平台以及在多个位置访问可扩展资源以对冲业务中断。该资源可以进行快速而准确的检查,以帮助获得上述问题的答案。
法律部门如何执行危机应对不仅是一个“业务关键”问题,而且还将在可预见的将来影响法律团队及其主要利益相关者的声誉。没有人希望发生危机,但是法律部门如何应对危机为有机地向组织内的各利益相关方展示其战略价值提供了机会。


Crisis response: guidance for general counse

March 2020 l EY lAW
Whether it’s a global pandemic, economic shock or natural disasters, global organizations’ crisis planning comes sharply into focus when confronting these challenges. For many legal teams who are busy enough with “business as usual”, it is only when a crisis hits that policies are dusted off and general counsel scramble to align with the wider organization’s response teams.
For general counsel considering the how the legal department should respond when a crisis hits, EY Law professionals outline key areas to consider. While these approaches may vary by geography and sector, the broad principles will remain the same. 
  1. Take a multidisciplinary approach

    ► Can you quickly tell how many contracts, suppliers, employees and other key relationships might be affected?

    ► Does the “Force Majeure” or hardship clauses in your standard terms and conditions or key contracts apply to this crisis?

    • Are there preconditions (e.g., governmental notification or insurance acceptance) that may be fulfilled to enable the organization to invoke Force Majeure?

    • Is the organization confident that its own terms and conditions form the basis for its key commercial relationships, or will it need to assess the implications of differing Force Majeure clauses?

    • Have you evaluated validity and enforceability of insurance contracts and assessed coverage in a crisis context?

    • Does your organization’s corporate governance rules contemplate in-person meetings only, or are remote meetings permissible? • In the case of health-based emergencies, is there a protocol to handle sensitive personal health data, including in circumstances where employees may not self-report travel to restricted areas?

  2. Analyze the options

    ► When evaluating alternative suppliers, are there exclusivity clauses in current supplier contracts that may complicate switching?

    ► How does the health or critical insurance policy interpret a crisis and under what circumstances will it suspend payments?

    ► Are you obliged to continue to pay employees while they remain in quarantine or absent from work due to circumstances beyond their control? Is this covered by employment contracts or local regulations?

    ► Has your team been in touch with your organization’s key supplier relationship manager to determine the supplier’s financial viability or attitude to the crisis facing your organization?

    ► Have you evaluated risks from potential event cancelation in terms of liability and potential damages actions?

  3. Embrace work with new teams/colleagues

    ► Has the legal team stipulated who would be responsible for regular liaisons with and updates from key teams within your organization? (Any delegation should also include alternatives, in case the primary delegate is unable to execute their task.)

    ► What input and alignment will your legal department have regarding internal and external communications, including social media, to prevent reputational risk, leaks or disinformation affecting the company brand? (It’s critical to balance speed with accurate legal advice.)

    ► How will you provide information and fulfill your consultation obligations toward trade unions, work councils and other employee representative bodies?

  4. Execute crisis plans

    ► Summarize the employer’s obligations across multiple jurisdictions to your local teams, including reporting obligations to regulatory authorities

    ► Review employer obligation to provide appropriate technology/equipment when working on alternative sites

    ► Review method for employee guidance and regular updates, including health and safety (where most employees are not present in an organization’s offices and facilities)

  5. Conduct post-event debriefs

    ► Do you conduct your own or participate in the wider organization’s post-crisis review exercises?

    ► Can you track the lessons learned from the previous major crisis and how responses have improved in subsequent crises?

While legal departments often make their best efforts at these issues when a crisis occurs, the modern legal department should be able to more quickly and accurately quantify legal risk. This should include equipping the team with the right technology tools (e.g., a single contract repository, integration with enterprise systems, such as SAP, high-volume contract review tools), legal workflow management platforms and access to a scalable resource in multiple locations to hedge against business interruption. This resource can conduct quick and accurate reviews to help obtain answers to the above questions.
How the legal department executes its crisis response is not only a ‘businesscritical’ issue but one that will influence the reputation of the legal team with its key stakeholders for the foreseeable future. No one wants a crisis to happen, but how the legal department responds to a crisis provides a chance to demonstrate its strategic value to a wide range of stakeholders within the organization.

Source:https://www.lexology.com/library/detail.aspx?g=1cfe8cec-ba44-4e0e-888b-68514044d7dd

来源:大岭IP

 

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