This article is the final installment of a four-part series providing practical advice for general counsel on key aspects of managing their job during a major government investigation—taken directly from pros in the field.
Thanks again to highly experienced legal heads of multinational companies that took the time to share their comments, learned from the school of hard knocks:
- Richard Bennett, former group general counsel (retired December 2012), HSBC Bank plc, London
- Sabine Chalmers, chief legal and corporate affairs officer, Anheuser-Busch InBev, New York
- Dan Fitz, general counsel, British Telecom Group, London
- Peter Herbel, general counsel, Total S.A., Paris
- Massimo Mantovani, general counsel, Eni S.p.A., Rome
- Michael O'Neill, general counsel, Canadian Helicopter Corp., Vancouver
- John Stout, chair of the 2,250-member ABA Corporate Governance Committee
The interactions between the general counsel, board directors, and key stakeholders become very intense during a major government investigation, especially when personal liability may be involved. An ability to distinguish the most important issues, summarize the problem succinctly, and suggest specific actions are skills that board directors and other stakeholders expect from the general counsel.
Stakeholder Management
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