Canadian Lawyer InHouse

Are there regulatory issues you foresee bringing challenges to your department/organization in 2013? T here are two areas we will be watching quite closely in 2013. The first is the Canadian European Comprehensive Economic and Trade Agreement or CETA negotiations. Through these negotiations Canada has an opportunity to strengthen its intellectual property regime and close some gaps on standards currently in place with other leading industrial countries such as the U.S., Japan, and the European Union itself, so we're looking to see what the results of those negotiations will be and certainly hope for an improved IP regime we believe will attract more international investment and also increase research and development opportunities in Canada. The second area is the transformation of several regulatory frameworks under the Food and Drug Act. They are accomplishing this through amendments to existing regulatory frameworks over a period of time. They are coming out in a staggered approach but there are ones we have been in discussion with the government on for some time and have had an opportunity to provide feedback on. Their aim is to create a more transparent, efficient, aligned regulatory system for health products and food and we have been watching that area very closely. These two areas could have a fairly big impact on us. Are you looking to drive additional value from your outside law firms? Alaine Grand Chief legal counsel AstraZeneca Canada Inc. Mississauga We're always looking at ways to drive value from external firms but I think we also look at value in the broadest sense. Cost is always an issue for us because our budgets usually tend to be on the downswing versus the upswing. It's something we have to be conscious of at all times. I've definitely seen a shift in external firms being more open to the discussion of alternative costing models to the traditional hourly billing format, which I think is very positive. I've heard mixed reviews as to whether it works or not. We go with the traditional volume discount, which tends to work for us because it depends how much volume we think we're going to have on a yearto-year basis. We have recently tried a capped approach where we had a firm estimate budget and once they reached the budget they were capped at a certain amount and the rates dropped significantly after they reached that cap. I'm starting to see a little more effort put in by the firms in saying we do have alternative methods. Part of it is they're learning too, so I think it's difficult for both sides. The default often seems easiest but it's about getting value for the work. We've also engaged a low-cost service firm that hires only in-house counsel with in-house counsel experience that are flexible in the way they can provide service. Lawyers have to look at the service they offer and reassess the value it's bringing to the table because they have seen themselves as bringing a unique and valuable service, but now there are alternatives and it poses the question: How much is that really worth? I think AstraZeneca as a company recognizes the importance of an inclusive and open organization that really looks at bringing people to the table that have a variety of skills and unique abilities. When we look at engaging external counsel our primary focus is looking at whether they have the knowledge and skills we need to solve a particular problem or provide a certain service. So I wouldn't say it's our primary focus when we're looking at engaging external legal counsel but we strongly encourage our law firms to do what they can in this area because we think as a whole it makes an organization stronger. 26 • F eb r u a ry 2013 INHOUSE SANDRA STRANGEMORE How important is diversity in your department and do you make it a priority with external firms?

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