Featured Stories
Cahill to Host Panel on Financing Social Infrastructure Projects in the U.S.
NEW YORK, Oct. 20 [Category: BizLaw/Legal] -- Cahill Gordon and Reindel, a law firm, posted the following news:
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Cahill to Host Panel on Financing Social Infrastructure Projects in the U.S.
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Cahill will host a panel discussion on "Financing Social Infrastructure Projects in the U.S." examining the current state of the U.S. social infrastructure market and key considerations for sponsors and developers. The discussion will explore available financing sources and products, trends impacting the sector, and the outlook for demand for social infrastructure assets and projects.
Moderated by
... Show Full Article
NEW YORK, Oct. 20 [Category: BizLaw/Legal] -- Cahill Gordon and Reindel, a law firm, posted the following news:
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Cahill to Host Panel on Financing Social Infrastructure Projects in the U.S.
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Cahill will host a panel discussion on "Financing Social Infrastructure Projects in the U.S." examining the current state of the U.S. social infrastructure market and key considerations for sponsors and developers. The discussion will explore available financing sources and products, trends impacting the sector, and the outlook for demand for social infrastructure assets and projects.
Moderated byCahill partner Emeka Chinwuba, the panel will feature industry leaders Eivind Dueland of Boyd Watterson Asset Management, Lawren Green of Kiewit Development, Eric Lane of JLC Infrastructure, Evan Nahnsen of QIC, and Peter O'Neill of Standard Chartered Bank. The event will be held in person at Cahill's New York office at 32 Old Slip.
Date: Tuesday, October 20, 2026 | Time: 8:30-10:00 am ET
To register, please contact our Events team.
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Original text here: https://www.cahill.com/news/events/2026-10-20-cahill-to-host-panel-on-financing-social-infrastructure-projects-in-the-us-1
Ropes & Gray Advised Heartland Dental in Its Affiliation With Foundation Dental Partners
BOSTON, Massachusetts, Oct. 17 -- Ropes and Gray, a law firm, issued the following news:
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Ropes & Gray Advised Heartland Dental in its Affiliation with Foundation Dental Partners
October 16, 2026
Ropes & Gray represented Heartland Dental in its affiliation with Foundation Dental Partners, a doctor-focused dental support organization with 33 supported practices across Georgia, Tennessee, South Carolina, and Kentucky. The transaction closed on Oct. 2.
Heartland Dental is the nation's largest DSO, providing non-clinical administrative support services.
Heartland has affiliated with over
... Show Full Article
BOSTON, Massachusetts, Oct. 17 -- Ropes and Gray, a law firm, issued the following news:
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Ropes & Gray Advised Heartland Dental in its Affiliation with Foundation Dental Partners
October 16, 2026
Ropes & Gray represented Heartland Dental in its affiliation with Foundation Dental Partners, a doctor-focused dental support organization with 33 supported practices across Georgia, Tennessee, South Carolina, and Kentucky. The transaction closed on Oct. 2.
Heartland Dental is the nation's largest DSO, providing non-clinical administrative support services.
Heartland has affiliated with over3,200 doctors in over 1,960 locations across 39 states and the District of Columbia.
The team was led by private equity partner Janet Coscino and included executive compensation & employee benefits partner Kyle Higley, employment partner Stephanie Bruce, health care partner Christina Bergeron, tax partner Alyssa Kollmeyer, and IP transactions partner Erica Han.
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URL: Heartland Dental
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Original text here: https://www.ropesgray.com/en/news-and-events/news/2026/10/ropes-gray-advised-heartland-dental-in-its-affiliation-with-foundation-dental-partners
[Category: BizLaw/Legal]
Littler: FMLA Leave and RIF Decisions - Why the Record Matters
SAN FRANCISCO, California, Oct. 17 -- Littler, a law firm, issued the following news:
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FMLA Leave and RIF Decisions: Why the Record Matters
By Brittney Polo and Rocio Blanco Garcia
October 16, 2026
A reduction in force may be driven by legitimate business needs, but an unclear selection process or inconsistent internal communications can turn a defensible decision into a jury question. A recent decision from the Northern District of Georgia offers a practical reminder for employers: When an employee using protected leave is selected for a RIF, objective criteria and a consistent contemporaneous
... Show Full Article
SAN FRANCISCO, California, Oct. 17 -- Littler, a law firm, issued the following news:
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FMLA Leave and RIF Decisions: Why the Record Matters
By Brittney Polo and Rocio Blanco Garcia
October 16, 2026
A reduction in force may be driven by legitimate business needs, but an unclear selection process or inconsistent internal communications can turn a defensible decision into a jury question. A recent decision from the Northern District of Georgia offers a practical reminder for employers: When an employee using protected leave is selected for a RIF, objective criteria and a consistent contemporaneousrecord are critical.
In Donald v. Toppan USA, Inc., the plaintiff had used intermittent FMLA leave for several years to care for his wife. The company implemented a RIF in response to a significant production slowdown. After his use of leave increased, the company included the plaintiff in the RIF and notified him of his termination on a day he was using FMLA leave. The plaintiff was one of 15 employees selected, and the company conducted additional layoffs the following year. The company maintained that his selection was based on his relative seniority among production supervisors.
The contemporaneous record, however, raised questions about that explanation. Draft post-RIF organizational charts did not consistently reflect whether the plaintiff would remain employed, and internal communications suggested that his supervisor did not want to retain him despite acknowledging that he was performing satisfactorily. Other employees in comparable production roles also remained employed.
Although the court disposed of the plaintiff's discrimination claims, it allowed his FMLA interference and retaliation claims to proceed. The timing of the termination, the supervisor's knowledge of the leave, the internal communications, and evidence suggesting that other positions may have remained available created factual disputes about whether the plaintiff's FMLA leave affected his selection. The court also concluded that the company's history of approving his leave did not foreclose the possibility that the leave was later considered during the RIF process.
Donald is a helpful reminder that employers planning a RIF should:
* Define the selection criteria before making individual decisions and retain documentation showing how the criteria were applied.
* Review draft organizational charts, emails, and other contemporaneous communications for consistency with the stated rationale.
* Examine whether similarly situated employees or comparable positions are being treated differently and document legitimate reasons for any distinctions.
* Conduct an additional legal and HR review when a selected employee recently used protected leave or engaged in other protected activity.
Donald does not suggest that employees using FMLA leave are insulated from an otherwise lawful RIF. It does underscore, however, that the stated business reason must match the record. The same takeaway that should guide the process at the outset should guide the final review: Use objective criteria, apply them consistently, and ensure the contemporaneous record supports the decision.
Employers considering a reduction in force--particularly one involving employees who recently used protected leave or engaged in other protected activity--should consult employment counsel to review the proposed selection criteria, supporting documentation, and potential risk areas before decisions are finalized.
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Authors
Brittney I. Polo
Associate
Miami
bpolo@littler.com
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Rocio Blanco Garcia
Shareholder
Miami
rblancogarcia@littler.com
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Original text here: https://www.littler.com/news-analysis/asap/fmla-leave-and-rif-decisions-why-record-matters
[Category: BizLaw/Legal]
Hughes Hubbard: Jeremy Paner Discusses Potential Easing of Russian and Iranian 'Shadow Fleet' Sanctions With Financial Times
NEW YORK, Oct. 17 -- Hughes Hubbard and Reed, a law firm, issued the following news:
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October 16, 2026
Jeremy Paner Discusses Potential Easing of Russian and Iranian 'Shadow Fleet' Sanctions with Financial Times
U.S. considers measures that could allow sanctioned tankers to return to global trade.
Highlights
* The U.S. is considering measures to ease restrictions on sanctioned "shadow fleet" tankers linked to Russia and Iran.
* The measures could include authorizing the sale of blacklisted vessels to legitimate operators and removing sanctions on those vessels on a case-by-case basis.
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... Show Full Article
NEW YORK, Oct. 17 -- Hughes Hubbard and Reed, a law firm, issued the following news:
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October 16, 2026
Jeremy Paner Discusses Potential Easing of Russian and Iranian 'Shadow Fleet' Sanctions with Financial Times
U.S. considers measures that could allow sanctioned tankers to return to global trade.
Highlights
* The U.S. is considering measures to ease restrictions on sanctioned "shadow fleet" tankers linked to Russia and Iran.
* The measures could include authorizing the sale of blacklisted vessels to legitimate operators and removing sanctions on those vessels on a case-by-case basis.
*Paner discussed how facilitating the purchase of sanctioned tankers could avoid issuing new authorizations linked to Russia.
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Jeremy Paner spoke with the Financial Times about potential changes to U.S. sanctions on "shadow fleet" tankers - vessels used to transport sanctioned oil - linked to Russia and Iran.
The article examines measures under consideration that could allow sanctioned vessels to be sold to legitimate buyers and returned to the global commercial shipping industry as the administration seeks to increase shipping capacity and lower fuel costs.
Paner said that by facilitating the purchase of sanctioned tankers in the shadow fleet, the administration could potentially remove the "bad look" of issuing new authorizations linked to Russia.
Read the article (https://www.ft.com/content/6dfa9879-589a-4af3-9374-b546a945a219?syn-25a6b1a6=1).
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Featured Lawyers
Jeremy P. Paner
Partner
Locations
Washington, D.C.
jeremy.paner@hugheshubbard.com
202/721-4614
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Original text here: https://www.hugheshubbard.com/news-insights/insights/jeremy-paner-discusses-potential-easing-of-russian-and-iranian-shadow-fleet-sanctions-with-financial-times
[Category: BizLaw/Legal]
Fried Frank Files Amicus Brief on Behalf of ACOG and 14 Other Medical Organizations
NEW YORK, Oct. 17 -- Fried, Frank, Harris, Shriver and Jacobson LLP, a law firm, issued the following news release:
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Fried Frank Files Amicus Brief on Behalf of ACOG and 14 Other Medical Organizations
October 14, 2026
On October 14, 2026, Fried Frank filed an amicus brief in the US District Court for the District of Columbia in Planned Parenthood Federation of America, Inc. v. US Department of Health and Human Services et al.
The brief - filed on behalf of the American College of Obstetricians and Gynecologists and 14 other national medical organizations in support of Planned Parenthood
... Show Full Article
NEW YORK, Oct. 17 -- Fried, Frank, Harris, Shriver and Jacobson LLP, a law firm, issued the following news release:
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Fried Frank Files Amicus Brief on Behalf of ACOG and 14 Other Medical Organizations
October 14, 2026
On October 14, 2026, Fried Frank filed an amicus brief in the US District Court for the District of Columbia in Planned Parenthood Federation of America, Inc. v. US Department of Health and Human Services et al.
The brief - filed on behalf of the American College of Obstetricians and Gynecologists and 14 other national medical organizations in support of Planned Parenthood- underscores the critical importance of Title X's family planning program for low-income patients and highlights the severe consequences that the recent Notice of Funding Opportunity would have on patients, clinicians, and communities nationwide.
The full brief is available here (https://www.friedfrank.com/uploads/documents/e31b7c5d9f1d8efa0dee68e60b9e0138.pdf).
The Fried Frank team that prepared the brief included partner Janice Mac Avoy, special counsel Anne S. Aufhauser and Laura Israel Sinrod, pro bono attorney Mindy Johnson, and associates Corinne R. Moini, Breanna Weber, Gina S. Boone and Emma B. Solomon.
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This communication is for general information only. It is not intended, nor should it be relied upon, as legal advice. In some jurisdictions, this may be considered attorney advertising. Please refer to the firm's data policy page for further information.
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Original text here: https://www.friedfrank.com/news-and-insights/fried-frank-files-amicus-brief-on-behalf-of-acog-and-14-other-medical-organizations-13209
[Category: BizLaw/Legal]
Fisher Phillips Issues Insight: When Employees Earn More Than Their Bosses - 5 Ways Employers Can Address Pay Inversion
ATLANTA, Georgia, Oct. 17 -- Fisher Phillips, a law firm, issued the following Insight:
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When Employees Earn More Than Their Bosses: 5 Ways Employers Can Address Pay Inversion
Oct 16, 2026
Most people assume managers are always paid more than their direct reports, but that isn't necessarily true. "Pay inversion" occurs when an employee earns more than their supervisor, and oftentimes it's for justifiable reasons. But it can create morale issues and raise legal concerns if not managed carefully. Here's what employers and HR professionals need to know about why pay inversion occurs, the
... Show Full Article
ATLANTA, Georgia, Oct. 17 -- Fisher Phillips, a law firm, issued the following Insight:
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When Employees Earn More Than Their Bosses: 5 Ways Employers Can Address Pay Inversion
Oct 16, 2026
Most people assume managers are always paid more than their direct reports, but that isn't necessarily true. "Pay inversion" occurs when an employee earns more than their supervisor, and oftentimes it's for justifiable reasons. But it can create morale issues and raise legal concerns if not managed carefully. Here's what employers and HR professionals need to know about why pay inversion occurs, therisks it presents, and five steps to address it.
* Pay Inversion vs. Pay Compression
* Pay compression happens when employees with different levels of experience or responsibility earn similar salaries. For example, a manager or senior-level employee might earn only slightly more than a junior-level worker.
* Pay inversion occurs when an employee earns more than their manager or employees in higher-level roles.
Common Reasons for Pay Inversion
Pay inversion can happen for a variety of reasons, from changing labor market conditions to internal compensation practices. Here are some common scenarios where you might encounter it:
* You're hiring for specialized technical skills. Some employees have highly sought-after skills that justify premium salaries. For example, you may need to pay more to recruit a senior software engineer with expertise in emerging technologies or a healthcare professional with specialized training, such as a certified registered nurse anesthetist.
* Your compensation for long-tenured managers hasn't kept up with the market. Managers who have been with your organization for many years may have received steady but modest annual raises. But if market salaries have risen faster, you may need to pay new hires more to attract and retain top talent.
* Employees are working significant overtime. Non-exempt employees who regularly work overtime may end up earning more than their exempt managers, even if their regular rates of pay are lower.
* You offer substantial incentive or commission programs. Employees who earn commissions, production bonuses, or other incentive pay may outearn their salaried managers, especially during years when they perform particularly well.
Collective bargaining agreements, business acquisitions, employee transfers, and salary negotiations can also contribute to pay inversion.
* Practical Point: Before taking any action to address a pay inversion situation, employers should determine what's causing the disparity. Your approach to addressing a pay gap may differ depending on whether it is driven by market conditions, tenure, overtime, or commissions.
The Legal Risks
Pay inversion can raise legal concerns when compensation disparities seem related to protected characteristics such as age, sex, or race. For example, if you notice that managers who earn less than their direct reports are disproportionately older employees, women, or members of another protected group, it could raise questions about potential pay discrimination, although the disparity alone doesn't establish discrimination.
Even if the disparities developed over time through routine compensation decisions, employers could still face legal risks. That's why it's important to consult with legal counsel and regularly conduct pay audits to identify and address potential disparities before they become bigger issues.
* Practical Point: Be sure to review your compensation practices, understand the reasons behind any disparities, document the ones that are justified, and address the ones that aren't. You'll be in a stronger position to defend your compensation decisions if you can point to legitimate, consistently applied reasons for them.
Potential Impact on Morale
While employers may be concerned about the legal risks of pay inversion, the impact on employee morale can be just as significant. Many managers are involved in compensation decisions and already know what their direct reports earn. But you shouldn't assume they're okay with it, so be sure to have an upfront conversation with the manager.
A one-off situation involving a new hire with specialized skills may be understandable, but how will a long-term manager feel if the company continues to offer higher salaries to attract new talent? They may question whether their years of loyalty and hard work are being adequately rewarded, which can lead to resentment or prompt experienced managers to look for opportunities elsewhere.
The situation can be even more frustrating for managers who aren't involved in compensation decisions and only learn later that their employees earn more. In addition to questioning whether the organization values their work, they may wonder why they weren't included in the discussion.
* Practical Point: Morale issues can extend beyond managers. If employees discuss their pay and discover disparities, they may begin to question whether the company's compensation practices are fair, which can create broader issues for the entire team. Be sure to evaluate all your pay practices, not just those impacting managers.
When Pay Inversion Is Acceptable
Not every instance of pay inversion is a problem. In some cases, paying an employee more than their manager is a practical business decision with a legitimate reason for the difference.
For example, suppose you have a sales manager supervising a team of employees who earn commissions. One particularly successful salesperson may earn more total pay than their manager because of their high performance. That doesn't necessarily mean the manager is underpaid or that the company's compensation practices are unfair.
* Practical Point: The key is to make sure you understand why the disparity exists and can support it with a legitimate business reason. Rather than trying to eliminate every instance of pay inversion, focus on making informed, consistent compensation decisions that you can explain and defend.
5 Key Steps for Employers and HR Teams
Here are five steps you can take to identify and address potential pay inversion issues before they lead to employee complaints or legal problems:
1. Review your compensation practices. Work with your FP legal counsel to conduct regular pay audits and compare what your managers earn to what their direct reports earn. Be sure to consider base salaries, bonuses, commissions, and overtime, and look for instances of both pay inversion and pay compression. Involving counsel can help you identify potential legal risks and determine whether the audit can be protected by attorney-client privilege.
2. Understand what's causing the disparities. Once you've identified pay inversion, determine why it's happening. Make sure you have legally defensible, legitimate business reasons for the differences and document them.
3. Look for potential discrimination issues. Review whether pay inversion disproportionately affects managers based on age, sex, race, or other protected characteristics. If you identify concerning patterns, work with legal counsel to evaluate risks and determine whether adjustments are needed.
4. Develop a consistent compensation strategy. Consider whether adjustments to management salaries, incentive opportunities, or other compensation practices could help address existing disparities and prevent new ones. Establish clear guidelines so you're making consistent decisions rather than addressing each situation as it arises.
5. Communicate effectively with managers. Make sure managers understand how compensation decisions are made and why certain employees may earn more. Train your HR team to handle these conversations carefully and to identify and address any possible legal risks.
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Related People
Sheila M. Abron
Partner
sabron@fisherphillips.com
803/740-7676
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James F. Glunt
Partner
jglunt@fisherphillips.com
412/822-6621
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Original text here: https://www.fisherphillips.com/en/insights/insights/5-ways-employers-can-address-pay-inversion
[Category: BizLaw/Legal]
Cooley: Litigator of the Week Runners-Up and Shout-Outs
PALO ALTO, California, Oct. 17 -- Cooley, a law firm, issued the following news release:
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Litigator of the Week Runners-Up and Shout-Outs
The American Lawyer's Litigation Daily
October 16, 2026
A Cooley patent litigation team earned a runner-up spot on The American Lawyer's Litigator of the Week Runners-Up and Shout-Outs list for securing a defense win for Box Inc., a cloud storage and file sharing company, in a long-running dispute involving file synchronization technology.
US District Judge Jacqueline Scott Corley granted Box summary judgment of noninfringement on the remaining four
... Show Full Article
PALO ALTO, California, Oct. 17 -- Cooley, a law firm, issued the following news release:
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Litigator of the Week Runners-Up and Shout-Outs
The American Lawyer's Litigation Daily
October 16, 2026
A Cooley patent litigation team earned a runner-up spot on The American Lawyer's Litigator of the Week Runners-Up and Shout-Outs list for securing a defense win for Box Inc., a cloud storage and file sharing company, in a long-running dispute involving file synchronization technology.
US District Judge Jacqueline Scott Corley granted Box summary judgment of noninfringement on the remaining fourpatents after the Patent Trial and Appeal Board previously invalidated the asserted claims of two other patents, a decision upheld by the Federal Circuit earlier this year.
The Cooley team was led by partners Heidi Keefe, Lowell Mead and Reuben Chen, and associates Sam Whitt and HanByul Chang.
Read the article (subscription required) (https://www.law.com/litigationdaily/2026/10/16/litigator-of-the-week-runners-up-and-shout-outs/)
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About Cooley LLP
Clients partner with Cooley on transformative deals, complex IP and regulatory matters, and high-stakes litigation.
Cooley has nearly 1,400 lawyers across 19 offices in the United States, Asia and Europe, and a total workforce of more than 3,000 people.
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Original text here: https://www.cooley.com/news/coverage/2026/2026-10-16-litigator-of-the-week-runners-up-and-shout-outs
[Category: BizLaw/Legal]
