Categories
Innovation in Compliance

Corporate Case Management in the Era of the DoJ’s Monaco Memo: Episode 4 – The Fair Process Doctrine

Welcome to a special podcast series, Corporate Case Management in the Era of the DoJ’s Monaco Memo, sponsored by i-Sight Software Solutions. Over this five-part podcast series, I visit with Jakub Ficner, Director of Partnership Development at i-SIght. This series considers how the Monaco Doctrine and Monaco Memo have impacted compliance in several key areas. In this Part 4, we look to consider the Fair Process Doctrine and how the Monaco Memo emphasized the requirements as laid out under the DOJ’s Evaluation of Corporate Compliance Programs and its Update.

 

Highlights include:

  • What are DOJ expectations?
  • The stakeholders needed to be involved with determining, recommending, and implementing that outcome based on your investigation.   
  • Why consistently applying the same disciplinary actions based on the nature of substantiated elements is critical.
  • What is the Fair Process Doctrine?
  • Following the Fair Process Doctrine is critical for the credibility of your investigative protocol.

For more information, check out i-Sight here.

Categories
Innovation in Compliance

Corporate Case Management in the Era of the DoJ’s Monaco Memo: Episode 3 -Ethical Investigations

Welcome to a special podcast series, Corporate Case Management in the Era of the DoJ’s Monaco Memo, sponsored by i-Sight Software Solutions. Over this five-part podcast series, I speak with Jakub Ficner, Director of Partnership Development at i-Sight Software. This series considers how the Monaco Doctrine and Monaco Memo have impacted compliance in several key areas. In this Part 3, we look at ethical investigations and how to allow your organization to meet the strictures of the Monaco Memo. Highlights include:

  • How did the Monaco Memo impact investigations?
  • The importance of keeping the reporter informed.
  • Why consistency and transparency are key aspects of the investigative process.
  • Creating an audit trail is in your investigation protocol.

For more information, check out i-Sight here.

Categories
FCPA Compliance Report

The EC Gang on the Monaco Doctrine

In this special 5 part podcast series, I am deeply diving into the Monaco Memo and analyzing it from various angles. In this episode of the FCPA Compliance Report, we have the Award-Winning Everything Compliance quartet of Jonathan Marks, Jonathan Armstrong, Karen Woody, and Tom Fox on the Monaco Memo.

1. Tom Fox looks at the Monaco Memo through the monitorship language and answers a listener’s questions about compliance programs under the Monaco Memo.

2. Karen Woody reviews the Monaco Memo, the self-disclosure angle, and investigatory considerations and ponders the role of defense counsel going forward.

3. Jonathan Marks also looks at investigatory issues under the Monaco Memo, the role of the Board of Directors, and the role of the forensic auditor under the Monaco Memo.

4. Jonathan Armstrong’s self-disclosure from a UK angle joins Karen Woody in questioning how defense counsel should move forward.

Resources

Tom 5-Part blog post series in the FCPA Compliance and Ethics Blog

1.     A Jolt for Compliance

2.     Timely Self-Disclosure

3.     Corporate Compliance Programs

4.     Monitors

5.     The Heat is On

Monaco Memo

Categories
FCPA Compliance Report

James Koukios on the Monaco Memo

In this special 5 part podcast series, I am taking a deep five into the Monaco Memo and analyzing it from a variety of angles. In this episode of the FCPA Compliance Report, I am joined by fan-fav James Koukios, a partner at MoFo. James is a former member of the FCPA Unit, and in this podcast, we take a deep dive into the Monaco Memo. Some of the highlights include:

  1. Issues involving individual accountability.
  2. Burden shifting on communications devices and timeliness of self-disclosing and reporting.
  3. How does the Monaco Memo lay out DOJ expectations?
  4. Monaco Memo at 30,000 ft and ground level…
  5. Tweaks to the Yates Memo formulation.
  6. New requirements to the FCPA Corporate Enforcement Policy
  7. Will the incentives be enough?

 Resources

James Koukios on MoFo

Tom 5-Part blog post series in the FCPA Compliance and Ethics Blog

  1. A Jolt for Compliance
  2. Timely Self-Disclosure
  3. Corporate Compliance Programs
  4. Monitors
  5. Polite Speech

Monaco Memo

Categories
Blog

Monaco Memo: A Jolt for Compliance: Part 2 – Swiftly and Without Delay

Today, we continue our exploration of the Monaco Memo by considering the section entitled “Timely Disclosures and Prioritization of Individual Investigations”. This portion of the Monaco Memo re-emphasized the reinstitution of the Yates Memo, first announced by Deputy Attorney General (DAG) Lisa Monaco in October 2021. Clearly the Department of Justice (DOJ) wants to increase the accountability of individuals who have engaged in criminal activities such as bribery and corruption under the Foreign Corrupt Practices Act (FCPA).

It is well-settled under the FCPA Corporate Enforcement Policy that for a company to be considered for a Declination or cooperation credit, the company must self-disclose its illegal conduct. However, self-disclosure is not enough; it now must be timely. The DOJ wants speed as well because, “If disclosures come too long after the misconduct in question, they reduce the likelihood that the government may be able to adequately investigate the matter in time to seek appropriate criminal charges against individuals. The expiration of statutes of limitations, the dissipation of corroborating evidence, and other factors can inhibit individual accountability when the disclosure of facts about individual misconduct is delayed.”

The Monaco Memo stated, “it is imperative that Department prosecutors gain access to all relevant, non­privileged facts about individual misconduct swiftly and without delay.” [emphasis supplied] This means, “ to receive full cooperation credit, corporations must produce on a timely basis all relevant, non-privileged facts and evidence about individual misconduct such that prosecutors have the opportunity to effectively investigate and seek criminal charges against culpable individuals.” If a company fails to meet this burden, it will “place in jeopardy their eligibility for cooperation credit.” The DOJ goes the next step by placing the burden on companies to demonstrate timeliness, stating they “bear the burden of ensuring that documents are produced in a timely manner to prosecutors.”

Moreover, it is not simply data or information. A company must seek out and disclose on this ‘timely’ basis, the evidence “that is most relevant for assessing individual culpability.” This type of evidence could include “information and communications associated with relevant individuals during the period of misconduct.” While the DOJ may well ask companies to prioritize evidence they are seeking in investigation, even with no such instruction or request from the DOJ, “cooperating corporations should understand that information pertaining to individual misconduct will be most significant.”

All of this was driven home by adding this timeliness requirement to the analysis of factors surrounding a company’s cooperation with the DOJ, as laid out in the FCPA Corporate Enforcement Policy. The Monaco Memo stated, “in connection with every corporate resolution, Department prosecutors must specifically assess whether the corporation provided cooperation in a timely fashion.” Some of the factors in this new analysis could include “whether a company promptly notified prosecutors of particularly relevant information once it was discovered, or if the company instead delayed disclosure in a manner that inhibited the government’s investigation.” And then the stick is lowered when “prosecutors identify undue or intentional delay in the production of information or documents – particularly with respect to documents that impact the government’s ability to assess individual culpability ­ cooperation credit will be reduced or eliminated.” There are no percentages as to how much this might entail but conceivably it could reduce a cooperation credit by between 25% to 50%. Of course, if this analysis is factored into the fine and penalty calculation under the US Sentencing Guidelines, the cost could even be higher to a company.

This new requirement presents several challenges for any company and compliance professionals involved in the corporate investigatory process. The DOJ emphasis is now on ‘timeliness’ which equates to speed. When a whistleblower or other report comes in, there should now be even more urgency to assess and triage and then elevate the report to the appropriate level. Remember, this is not about a corporate decision to self-disclose or not; although there are clear implications in that decision, this is about turning over evidence of culpable individuals. If the DOJ deems your turning over evidence as not timely, it could seriously impact your ability to get the full 25% credit under the FCPA Corporate Enforcement Policy for cooperation and remediation.

In terms of your investigation protocol, under the prior Policy interpretations, you complete the investigation and then bring it to DOJ. But now the DOJ may have an argument that you were untimely because you took three months, six months, nine months; however long it takes you to perform an investigation. James Koukios also provided some other examples, “you learn that there is going to be a newspaper article which is coming out shortly and it will allege your company of corruption. Ordinarily, you would go to DOJ first, even if do not have an investigative plan in place yet because you need to get ahead of that article.”

A similar situation could involve a whistleblower or if the government comes knocking. In these situations, your organization may not have been aware of the allegations or facts. “This means you will have to investigate and at that point, it is hard to say that you will deliver timely information at any point, because you do not know things up front.” This begs the question “is it timely that I bring it to you?” This can be even more problematic “if a prosecutor thinks, you should have brought this to me two months earlier, or you should have brought this to me three months earlier.” This may be even more true as the burden is on the company to demonstrate timeliness.

As I said there are many questions on this topic going forward.

I hope you will join me tomorrow where I look at guidance on corporate accountability.

Categories
FCPA Compliance Report

Alvarez & Marsal Threatscape 2022 Report

In this episode of the FCPA Compliance Report, I am joined by Keith Williamson and Henry Chambers, Managing Directors at Alvarez and Marsal. We look at the firm’s Threatscape Report. Highlights of this podcast include:

A.    Threat 1-ABC Threats

  1. Why do you see a potential increase in anti-corruption investigations?
  2. In addition to the US under the FCPA, do you see other countries are actively assisting US authorities in ABC investigations?
  3. The new DOJ Monaco Doctrine reinstate the Yates Memo and the DOJ focus on individuals.  What does this mean for ABC investigations?
  4. What are some of the key challenges in handling investigations in China?
  5. How does this increase in ABC enforcement impact M&A?

B.     Threat 2-Fraud and Digital Asset Fraud Threats

  1. What are digit assets and digit asset fraud?
  2. The US has not yet released many regulations regarding cryptocurrency. What is the role of other countries in such regulation, if any?
  3. Why is the Ukraine war the first ‘digital asset war’?
  4. How have the worldwide sanctions against Russia impacted the growth and use of digit assets?
  5. What are the key controls and screen tools for digital assets that you advocate a company employ?

C.     Threat 3-Data Privacy and Data Protection

  1. What is the Personal Information Protection Law and how does it relate to the Chinese State Secrets and Data Security Laws?
  2. How can a non-Chinese company get data out of China?
  3. What are some of the key components of compliance program for this new law?
  4. How does this new law impact investigations in China?

Resources

Categories
The Ethics Movement

Converge21-Lloydette Bai-Marrow “Handle With Care” – The Human Corporate Investigations Function


CONVERGE is in its 6th year of bringing together the world’s leading companies for 2 days of dynamic speakers, thought-provoking breakout sessions, and opportunities to connect with like-minded professionals. This year the conference has gone virtual. You will leave the conference with new resources and best practices allowing you to continue the hard work of driving ethics to the center of your business. In today’s episode I visit with Lloydette Bai-Marrow, Founding Partner at ParaMetric Global . We visit about her presentation at Converge21 on “Handle With Care” – The Human Corporate Investigations Function.
Poorly handled investigations have very real consequences for everyone involved. Cultural nuances in cross-border investigations coupled with the ongoing psychological and technological impact of the pandemic call for an empathetic overhaul of our approach. Join this panel of hands-on experts who will share a reporter-centred approach which humanises your processes for the best possible outcome–and surfaces inherent biases.
For more information, go to Converge21.

Categories
Blog

WPP Enforcement Action: Part 3 – Investigative Failures

This week we are exploring the recent Securities and Exchange Commission (SEC) Cease and Desist Order (Order) entered into last week with WPP plc, the world’s largest advertising group, for paying bribes to Indian government officials and participating in other “illicit schemes” in China, Brazil and Peru. WPP agreed to pay $11 million+ in disgorgement and interest and penalty of $8 million for a total amount of just over $19 million. Today we consider the faulty investigation engaged in by WPP based upon whistleblower reports.
The Order related the following scenario, “Following the receipt of the original complaint in July 2015, which identified CEO A by name as the architect of the scheme, WPP tasked its Financial Director for the India region (“WPP India FD”) to oversee a review of the allegations. The WPP India FD retained an Indian partner firm of an international accounting firm (“Accounting Firm”) ostensibly to investigate the allegations and review India Subsidiary’s processes regarding government contracts and transactions involving government clients. However, the Accounting Firm relied on information provided by CEO A and India Subsidiary CFO (“CFO A”), did not contact third parties, and ultimately provided a report to WPP, which contained no conclusions related to the bribery allegations. Instead, the Accounting Firm noted several red flags regarding Vendor A, such as the India Subsidiary failing to obtain comparative quotes from other vendors or properly vetting Vendor A. After receipt of the Accounting Firm’s report, WPP allowed India Subsidiary to continue routing DIPR’s media purchases through Vendor A.”
With these stated facts it may not be that WPP intentionally engaged in a sham investigation but even the SEC said an accountant was “ostensibly to investigate the allegations and review India Subsidiary’s processes regarding government contracts and transactions involving government clients.” The language in the Order was certainly not high praise. What were the deficiencies in this ‘ostensible’ investigation?

  • There was no contact with the identified recalcitrant 3rd
  • The investigative firm relied on information from the parties identified in the whistleblower report.
  • There was no independent verification.
  • There were no conclusions related to the bribery allegations brought forward by the whistleblower.

If there are serious allegations made concerning your company’s employees engaging in criminal conduct, a serious response is required. Your company needs to hire some seriously good investigators to handle any internal investigation. These investigators need to have independence from the company so do not call your regular corporate counsel or regular accounting firm as WPP did. Hire some seriously good investigators. This may well mean you need specialized outside counsel.
Despite the fact that using specialized investigation counsel is a best practice that is worth the money, it was not done here. This is particularly so when small or medium sized business units are part of larger organizations. While General Counsels (GCs) and Chief Compliance Officers (CCOs) may be up to speed on outsourcing critical inquiries, managers in business units often are not and frequently reply that they “got someone” in the company who “takes care of that stuff.” As stated in the Order, WPP did not even engage its own legal function, “WPP tasked its Financial Director for the India region”. This approach was costlier to WPP in the long run. That was clearly the case of the over-matched Finance Director at WPP who oversaw the initial India investigation.
In an article, entitled “Risks and Rewards of an Independent Investigation”, Jim McGrath and David Hildebrandt wrote about the use of specialized outside counsel to lead an independent internal investigation as compliance and ethics best practices. The authors provided three reasons for this suggestion of the utilization of specialized counsel. The first is that the regulators look towards the independence and impartiality of such investigations as one of its factors in favor of declining or deferring enforcement.
There is yet another reason for the use of specialized outside counsel to handle an investigation. If a company insider is used to conduct the investigation, the regulators might feel the results had less than full credibility because the firm hired to handle the investigation would surely know “who buttered their bread” and that investigator would not want to bring bad news to client and endanger the ongoing business relationship between the law firm and the client. By employing specialized counsel, a business comports with the expectations under the US Sentencing Guidelines, gives a company the protections of the attorney-client privilege and the work-product doctrine and, finally, “assures the government of the integrity of the internal investigation.”
As noted in the Order, the investigative report “contained no conclusions related to the bribery allegations. Instead, the Accounting Firm noted several red flags regarding Vendor A, such as the India Subsidiary failing to obtain comparative quotes from other vendors or properly vetting Vendor A. After receipt of the Accounting Firm’s report, WPP allowed India Subsidiary to continue routing DIPR’s media purchases through Vendor A.” In other words, if not a whitewash, the report by the investigative firm in India did not bring any significant untoward conduct forward.
Serious investigative counsel means more than simply knowing the law. It is working with the client so that they understand the posture they find themselves in. WPP demonstrated a desire to put profits before all else, doing business ethically or even obeying the law. So, the first thing defense counsel must do is to disabuse any notion that this is not an extremely serious matter. Investigative counsel then has to engage in the investigation, root cause analysis and remediate. The investigative counsel hired by WPP failed in all of these requirements. Was it incompetence? Was it a truncated investigative scope? Was it a desire not to bring bad news to a big client? At this point, we do not know. All we do know is that the investigation into the whistleblower allegations was certainly substandard.

Categories
Fraud Eats Strategy

Navigating the Steps of an FCPA Investigation – Part 2

In Part 2 of this series, we continue the conversation of how to bring order to the chaos of the early days of an FCPA investigation.

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Join us each week as we take a deep dive into the various forms of fraud across the world and discuss crime families, penny stock boiler rooms, international money launderers, narco-traffickers, oligarchs, dictators, warlords, kleptocrats and more.

Scott Moritz is a leading authority on white-collar crime, anti-corruption, and in the evaluation, design, remediation, implementation, and administration of corporate compliance programs, codes of conduct. He is also considered an authority in the establishment, training, and oversight of the investigative protocols carried out by financial intelligence, corporate security, and internal audit units.
 

Categories
Fraud Eats Strategy

Investigations for Non-Investigators

Internal investigations often are conducted by company personnel who may not have investigative backgrounds. While that is a common scenario and perfectly appropriate, there are certain dos and don’ts that non-investigators should know about to avoid missteps that could undermine the investigation and limit its effectiveness.

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Join us each week as we take a deep dive into the various forms of fraud across the world and discuss crime families, penny stock boiler rooms, international money launderers, narco-traffickers, oligarchs, dictators, warlords, kleptocrats and more.

Scott Moritz is a leading authority on white-collar crime, anti-corruption, and in the evaluation, design, remediation, implementation, and administration of corporate compliance programs, codes of conduct. He is also considered an authority in the establishment, training, and oversight of the investigative protocols carried out by financial intelligence, corporate security, and internal audit units.