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Deere FCPA Enforcement Action: Lessons on Post-Acquisition Integration and Investigation in M&A

We recently had a Foreign Corrupt Practices Act (FCPA) enforcement action that reminded me that everything old is new again in anti-corruption compliance. The Securities and Exchange Commission (SEC) FCPA enforcement action involving Deere has bribery schemes that were torn literally from the first decade of the 21st century as they involved gifts, travel, and entertainment. In other words, it was about a low set of hanging fruit that any compliance officer would see. Today, I want to conclude my multipart look at the case and see what lessons the enforcement action can provide to the 2024 compliance professional.

Deere offers valuable insights for compliance professionals tasked with ensuring that corruption risks are identified, mitigated, and resolved during the post-acquisition phase of M&A. This post will explore the key lessons from the Deere FCPA enforcement action, focusing on post-acquisition integration and investigation. As organizations expand through acquisitions, especially in foreign markets, the compliance team is critical in safeguarding the company from inheriting liabilities that could have been avoided with effective post-acquisition measures.

Deere, a multinational corporation known for its agricultural machinery, faced FCPA enforcement following its acquisition of a foreign company, the Wirtgen Group, which operates in regions with high corruption risks, specifically in Thailand. The Wirtgen Group-Thailand had engaged in corrupt practices, including the bribery of foreign officials to win contracts. After the acquisition, these activities continued for a period, undetected by Deere’s compliance team, which had not yet fully integrated the acquired company into its compliance program.

This case is a cautionary tale for compliance professionals on the importance of swift and effective post-acquisition integration and investigation processes. The lesson here is clear: post-acquisition efforts cannot be an afterthought. They must be a central part of the compliance strategy from day one.

Establish a Post-Acquisition Integration Plan from the Start

One key takeaway from the Deere FCPA enforcement action is the need for a well-defined post-acquisition integration plan with a robust compliance component. All too often, post-acquisition focuses on operational integration, with compliance being pushed down the priority list. However, Deere’s case demonstrates that failing to integrate compliance programs immediately can result in ongoing illegal activities that expose the acquiring company to FCPA violations.

Compliance professionals must ensure that the integration plan includes the following.

Immediate roll-out of the parent company’s compliance policies and procedures to the acquired entity.

  • Compliance training for all acquired company employees, focusing on FCPA and anti-corruption standards.
  • Review and revise the acquired entity’s third-party relationships to ensure compliance with the company’s standards and the FCPA.
  • Enhanced monitoring of high-risk activities, particularly interactions with foreign officials or government contracts.

Had Deere implemented these steps immediately post-acquisition, it could have identified and halted the corrupt practices sooner, avoiding the costly consequences of prolonged illegal activities.

Prioritize Post-Acquisition Investigations

Post-acquisition investigations are crucial in identifying undisclosed or ongoing corrupt activities within the acquired entity. The Deere case highlights how important it is for compliance professionals to conduct thorough investigations after the acquisition to ensure that any risks missed during the pre-acquisition phase are uncovered.

Key components of a post-acquisition investigation include:**

  • Forensic reviews of financial transactions, particularly payments to third parties, to detect any suspicious or abnormal patterns that could indicate bribery or corruption.
  • Employee interviews at various levels of the acquired entity to gather information about day-to-day operations, compliance culture, and potential risks.
  • Contracts and business deals are reviewed to ensure no irregularities or unethical practices, particularly in jurisdictions with high corruption risks.
  • 3rd-party audits of key suppliers, agents, and intermediaries who may have been involved in transactions with government entities or foreign officials.

In Deere’s case, a thorough post-acquisition investigation could have identified the ongoing corrupt practices early, allowing the company to take corrective action before it became the subject of an FCPA enforcement action.

Leverage Internal and External Resources for Compliance Integration

Deere’s failure to quickly integrate its compliance program into the acquired entity highlights the need for compliance professionals to leverage internal and external resources to accelerate the integration process. Post-acquisition compliance integration is often resource-intensive, especially when acquiring companies with operations in high-risk regions.

Key steps include the following.

  • Internal audit teams will be utilized to conduct a deep-dive assessment of the acquired entity’s financial and operational controls, focusing on FCPA compliance.
  • Engaging external forensic auditors and FCPA specialists to assist with investigations in high-risk jurisdictions where corruption is more likely to occur.
  • Establishing cross-functional teams that include representatives from compliance, legal, finance, and operations to ensure that compliance integration is holistic and touches every aspect of the acquired business.

Deere could have benefited from engaging external experts to help accelerate the compliance integration process and identify areas of concern within the newly acquired entity. By failing to do so, the company allowed corrupt practices to continue, resulting in significant FCPA penalties.

Monitor and Reassess Compliance Risks Regularly

Post-acquisition compliance efforts don’t end with the initial integration. Continuous monitoring and reassessment of compliance risks are essential to ensure that the acquired entity remains aligned with the parent company’s standards and the requirements of the FCPA. This is particularly important in industries and regions where corruption is more prevalent.

Continuous monitoring should include the following.

  • Regular audits of financial transactions and third-party payments.
  • Ongoing risk assessments that factor in changes in business operations, market conditions, and regulatory environments.
  • Compliance reporting mechanisms, such as whistleblower hotlines, allow employees of the acquired entity to report any concerns anonymously.
  • Periodic reviews of the acquired entity’s compliance culture are needed to ensure that employees adhere to the company’s anti-corruption policies.

In Deere’s case, ongoing monitoring could have helped identify and mitigate corruption risks earlier in the post-acquisition phase. The absence of regular monitoring and reassessments allowed corrupt practices to continue unchecked for an extended period.

Act Swiftly on Red Flags if They Appear

The most critical lesson from the Deere case is quickly identifying red flags. In this case, the acquired entity had numerous warning signs, including operations in high-risk regions, dealings with government officials, and lacking robust internal controls. However, these red flags should have been addressed promptly, allowing illegal activities to persist.

When red flags are identified, take some of the following steps.

  • Launch a formal investigation immediately to determine the scope of the issue.
  • Take corrective action, including terminating contracts with third parties involved in corrupt practices or dismissing employees who engage in illegal activities.
  • Notify regulatory authorities if there is a risk of FCPA violations and work proactively to resolve the issue before enforcement actions are taken.

Had Deere acted swiftly on the red flags within the acquired entity, the company might have been able to avoid the FCPA enforcement action and the associated penalties.

The Deere FCPA enforcement action provides a sobering reminder that compliance efforts cannot end with signing an acquisition deal. For compliance professionals, the real work begins in the post-acquisition phase. By prioritizing compliance integration, conducting thorough post-acquisition investigations, leveraging internal and external resources, continuously monitoring compliance risks, and swiftly acting on red flags, companies can avoid the pitfalls that Deere faced.

In today’s global business environment, with companies expanding through M&A in high-risk jurisdictions, compliance professionals must take a proactive and vigilant approach to post-acquisition compliance. The lessons from Deere remind us that the cost of failure is high, but with the right strategies in place, the risks can be managed effectively.

As a compliance professional, your role is to ensure post-acquisition compliance becomes integral to your company’s M&A strategy, protecting your organization from FCPA risks and safeguarding its reputation in the global marketplace.

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Deere FCPA Enforcement Action: Lessons on Pre-Acquisition Due Diligence in M&A

We recently had a Foreign Corrupt Practices Act (FCPA) enforcement action that reminded me that everything old is new again in anti-corruption compliance. The Securities and Exchange Commission (SEC) FCPA enforcement action involving Deere has bribery schemes that were torn literally from the first decade of the 21st century as they involved gifts, travel, and entertainment. In other words, it was about a low set of hanging fruit that any compliance officer would see. Today, I continue a multipart look at the case and see what lessons the enforcement action can provide to the 2024 compliance professional.

John Deere, a global leader in agricultural machinery manufacturing, became the focus of an FCPA enforcement action due to its acquisition of a foreign entity with significant operations in countries with high corruption risks. The acquired company had little in the way of a formal compliance program and had been engaging in questionable business practices, including bribing foreign officials to secure contracts.

Post-acquisition, these corrupt practices continued for a period, undetected by Deere’s compliance team. When the issues finally surfaced, the result was a significant FCPA investigation, costly penalties, and a tarnished reputation.

The core issue in this case? Inadequate pre-acquisition due diligence.

One of the central themes from the Deere case is the critical need for rigorous pre-acquisition due diligence in M&A. As a compliance professional, it’s your role to ensure that your organization is not inheriting illegal practices or corruption risks when acquiring a new entity. The risks of overlooking this step can be immense—both in terms of regulatory enforcement and damage to your organization’s reputation.

Let’s examine the key lessons from the Deere case and explore how compliance professionals can apply them to their M&A strategies.

  1. Conduct a Thorough Corruption Risk Assessment

The Deere case underscores the importance of assessing a target company’s corruption risk profile. This means understanding the countries where the target operates and the inherent risks associated with those jurisdictions. Countries with a high Corruption Perceptions Index (CPI) score are more likely to expose your organization to FCPA risks.

Before any acquisition, a detailed analysis of the target’s business activities in these regions must be conducted. Ask yourself:

  • How much business is done with government entities?
  • Are third-party intermediaries involved in securing contracts?
  • What are the target company’s existing compliance policies?

In Deere’s case, the acquired company operated in high-risk jurisdictions without adequate controls. A robust pre-acquisition risk assessment could have flagged this issue, allowing Deere to either walk away from the deal or insist on corrective actions before proceeding.

  1. Evaluate the Target’s Compliance Program and Culture

Another key lesson from the Deere enforcement is the need to evaluate a company’s business operations, corporate culture, and compliance program—or lack thereof. A target company may have all the right words on paper, but those policies are meaningless if the culture does not support ethical business practices.

In the Deere case, the acquired company had minimal compliance structures. This should have raised immediate red flags for Deere’s compliance team, but the issue needed to be addressed or given more weight during the due diligence process.

As a compliance professional, you must:

  • Review existing policies and procedures to assess their adequacy.
  • Interview key personnel to understand how those policies are implemented and followed.
  • Examine the company’s culture to see if ethical business practices are truly embedded in day-to-day operations.

A proactive approach would have helped Deere spot these weaknesses before the acquisition, allowing them to implement a more effective compliance integration strategy.

  1. Look for Red Flags in the Target’s Financial and Operational Data

Financial data can often reveal hidden compliance risks. In the Deere case, irregularities in how contracts were won, especially in high-risk countries, should have raised concerns. Yet, these issues were only caught after the acquisition.

During pre-acquisition due diligence, compliance teams should partner with the finance and audit departments to:

  • Review contracts and agreements with a special focus on deals involving government entities or third parties.
  • Analyze payment patterns for signs of improper payments, such as unusually high commissions or payments to offshore accounts.
  • Investigate any prior audits or investigations related to compliance or financial irregularities.

These financial indicators are often the first signs of deeper corruption issues and should be fully explored before moving forward with any acquisition.

  1. Engage Third-Party Experts When Necessary

In many cases, particularly when acquiring companies in high-risk jurisdictions, it is wise to engage third-party experts to conduct a thorough FCPA-focused due diligence. These experts can bring an external perspective and often have access to local intelligence that may not be readily available to an internal compliance team.

Had Deere engaged such experts during its pre-acquisition process, they may have been able to identify the corrupt practices that eventually led to the FCPA enforcement action.

Engaging external resources is an investment in mitigating future risks. While it may increase upfront costs, the long-term savings in avoiding penalties, legal costs, and reputational damage far outweigh the initial expense.

  1. Ensure Post-Acquisition Integration is Swift and Effective

Even if certain risks are identified during the pre-acquisition phase, the true test comes during post-acquisition integration. In the Deere case, there was a failure to implement effective compliance controls post-acquisition quickly, allowing the corrupt practices to continue unchecked for a period.

Compliance professionals must ensure that:

  • Compliance policies are integrated quickly into the acquired entity’s operations.
  • Training is provided to the acquired company’s employees on FCPA and anti-corruption best practices.
  • Ongoing monitoring ensures that any potential risks identified during due diligence are mitigated.

The Deere FCPA enforcement action is a cautionary tale for all compliance professionals engaged in M&A activity. Pre-acquisition due diligence is not just a box-ticking exercise but a critical function that can help prevent serious legal and financial consequences for your organization. By conducting thorough corruption risk assessments, evaluating compliance programs and culture, scrutinizing financial data, engaging third-party experts when necessary, and ensuring effective post-acquisition integration, compliance professionals can help their organizations navigate the complexities of M&A in today’s global business environment.

The lessons from Deere reminds us that robust due diligence is the first line of defense in preventing FCPA violations and safeguarding a company’s reputation. Do not wait until after the acquisition to address these issues, as it may be too late.

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Daily Compliance News

Daily Compliance News: October 9, 2024 – The Sue The SEC Edition

Welcome to the Daily Compliance News. Each day, Tom Fox, the Voice of Compliance, brings you compliance-related stories to start your day. Sit back, enjoy a cup of morning coffee, and listen to the Daily Compliance News. All from the Compliance Podcast Network.

Each day, we consider four stories from the business world: compliance, ethics, risk management, leadership, or general interest for the compliance professional.

In today’s edition of Daily Compliance News:

 

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Blog

Deere’s FCPA Enforcement Action: Lessons on Corrupt Payments

We recently had a Foreign Corrupt Practices Act (FCPA) enforcement action that reminded me that everything old is new again in anti-corruption compliance. The Securities and Exchange Commission (SEC) FCPA enforcement action involving Deere has bribery schemes that were torn literally from the first decade of the 21st century as they involved gifts, travel, and entertainment. In other words, it was about a low set of hanging fruit that any compliance officer would see. Yesterday, I laid out the broad strokes of the Deere enforcement action. Today, I want to take a multipart look at the case and see what lessons the enforcement action can provide to the 2024 compliance professional.

As compliance professionals, we are all too familiar with the risks posed by bribery and corruption, especially in high-risk jurisdictions. The case involving Wirtgen Thailand’s bribery of government officials through direct cash payments and third-party agents is a stark reminder of how corrupt practices can infiltrate even well-established companies. Between 2018 and 2020, Wirtgen Thailand’s Managing Director and Finance Manager conspired to pay bribes to government officials in Thailand’s Department of Highways (DOH), Department of Rural Roads (DRR), and the Royal Thai Air Force (RTAF) to secure lucrative contracts, ultimately reaping illicit profits of $2.7 million.

This case offers valuable lessons for compliance professionals on the importance of monitoring, oversight, and due diligence—especially when dealing with third-party agents. In this blog post, I’ll summarize the key compliance lessons learned from the Wirtgen Thailand case and discuss actionable steps compliance officers can take to mitigate similar risks.

The Role of Leadership in Facilitating Bribery

One of the most glaring aspects of this case is the direct involvement of Wirtgen Thailand’s Managing Director. From instructing the Finance Manager to withdraw cash for bribes to coordinating payments with a third-party consultant, the Managing Director was a central figure in orchestrating the scheme. This demonstrates how misconduct at the leadership level can significantly increase the risk of non-compliance.

A key lesson for Compliance Professionals is that senior leadership buy-in is critical for an effective compliance program. When senior management is involved in unethical practices, it undermines the entire compliance framework. Compliance professionals must ensure that leaders are aware of the company’s anti-bribery policies and held accountable. This requires a top-down approach where ethics and compliance are ingrained in the corporate culture. Regular training for executives and a clear tone at the top are essential.

Cash Payments and Red Flags in Internal Communication

In this case, the Managing Director in Thailand explicitly instructed the Finance Manager to prepare envelopes filled with cash for government officials. The internal communication between the two, including text messages referencing “candy money” and specific instructions on how much to withdraw, left a clear paper trail of bribery.

The lesson for Compliance Professionals is that internal communications can provide early indicators of corrupt activities. Compliance officers should work closely with IT and HR departments to implement systems for monitoring suspicious communications, especially when they involve terms that could be euphemisms for illicit activities (e.g., “candy money”). It is also important to encourage employees to report any unusual communication patterns they observe through anonymous whistleblower channels.

Regular internal communications audits, especially in high-risk regions, can help detect bribery schemes early. Additionally, it is crucial to ensure that finance and accounting departments are well-trained on red flags, such as unusual cash withdrawals.

Third-Party Risks and Sham Commission Agreements

In this case, one of the most common methods of paying bribes was through a third-party consultant. Wirtgen Thailand signed sham commission agreements with a consultant who provided no legitimate services but acted as a conduit for bribes. These agreements facilitated payments of nearly $285,129 to government officials under the guise of commissions.

The lesson for Compliance Professionals in this area is that (once again) using third-party agents is one of the most significant risks in international business operations, particularly in jurisdictions where corruption is prevalent. Third-party consultants often act as intermediaries in bribery schemes, allowing companies to maintain plausible deniability. This makes third-party due diligence essential.

Compliance programs should include a thorough vetting process for third parties, including background checks, reputational risk assessments, and an analysis of the legitimacy of services provided. Red flags include vague service descriptions in contracts, unusually high commission fees, and the need for proper documentation.

But once again, appropriate vetting is not the end of the equation. It is crucial to establish ongoing monitoring of third-party relationships, including periodic reviews of commission payments and ensuring that the services provided match the fees being paid. This ongoing scrutiny can prevent third-party intermediaries from being used to facilitate bribery.

False Documentation and Fraudulent Reporting

Wirtgen Thailand’s Managing Director and Finance Manager created false documentation, including sham commission agreements and expense reports, to cover up their bribery scheme. They also submitted Applications for Approval of Commissions to other managers in Thailand to authorize these illicit payments.

Unfortunately, the lesson from Compliance Professionals is that fraudulent documentation is a common tactic used to conceal bribery and other forms of corruption. Compliance programs should include regular audits and reviews of documentation related to third-party payments, contracts, and expense reports. Any inconsistencies, missing information, or vague descriptions should be flagged for further investigation.

Furthermore, employees responsible for approving third-party payments or commissions should be trained to spot red flags and have clear guidelines on what constitutes a legitimate business expense versus a suspicious transaction. Compliance teams must also ensure that finance departments are fully integrated into the anti-bribery framework and are regularly monitored for compliance with anti-corruption policies.

Impact of Bribery on Business Outcomes

From 2018 to 2020, Wirtgen Thailand obtained $4.67 million in business from bribery, reaping illicit profits of approximately $2.7 million. While these figures may seem like a short-term business win, the long-term consequences—including legal penalties, reputational damage, and loss of shareholder trust—far outweigh any financial gains.

Compliance Professionals understand this final lesson but only sometimes articulate so the business folks understand the invidiousness of bribery and corruption. While bribery might provide a short-term competitive edge, the long-term damage to a company’s reputation and bottom line can be catastrophic. Compliance officers must work to foster a corporate culture that prioritizes ethical behavior over quick wins. This includes educating employees on the long-term risks of bribery, such as criminal penalties under anti-corruption laws, hefty fines, and the possibility of debarment from future government contracts. It is important to consistently communicate that ethical conduct is the right thing to do and the most sustainable business strategy.

The Wirtgen Thailand bribery case serves as a cautionary tale for compliance professionals. It underscores the importance of robust third-party due diligence, the need for strong leadership oversight, and the critical role that compliance programs play in preventing bribery and corruption. By learning from the failures in this case, compliance officers can better protect their companies from similar risks and reinforce a culture of integrity and ethical behavior across the organization.

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Deere’s FCPA Case: Lessons on Gifts, Travel and Entertainment

We recently had a Foreign Corrupt Practices Act (FCPA) enforcement action that reminded me that everything old is new again in anti-corruption compliance. The Securities and Exchange Commission (SEC) FCPA enforcement action involving Deere has bribery schemes that were torn literally from the first decade of the 21st century as they involved gifts, travel, and entertainment. In other words, it was about a low set of hanging fruit that any compliance officer would see. Yesterday, I laid out the broad strokes of the Deere enforcement action. Today, I want to take a multipart look at the case and see what lessons the enforcement action can provide to the 2024 compliance professional.

Between 2017 and 2020, Wirtgen Thailand engaged in a series of corrupt practices aimed at securing government tenders from key agencies, including the Royal Thai Air Force (RTAF), the Department of Highways (DOH), and the Department of Rural Roads (DRR). These practices, including bribery, improper entertainment, and falsifying company records, clearly violated Wirtgen Group’s Code of Business Conduct. The total value of the tenders awarded due to these corrupt practices exceeded $6 million. Below is a detailed account of the amounts paid and the benefits conferred through these illicit activities.

Massage Parlors

Any expense reimbursement request submitted that references a ‘massage parlor’ would immediately raise a Red Flag and be set aside for additional investigation. (And you would be correct.) But in the Deere enforcement action, we had multiple trips for foreign government officials sent to massage parlors.

From late 2017 through 2020, Wirtgen Thailand routinely entertained government officials from RTAF, DOH, and DRR at various massage parlors in Thailand. These expenses were falsely documented as legitimate business costs and often rounded to appear less suspicious. Wirtgen’s Managing Director for Southeast Asia and the Managing Director of Wirtgen Thailand approved these expenses despite company policies that expressly forbid bribery or improper influence.

  1. RTAF. In November 2019 and March 2020, Wirtgen Thailand incurred expenses at massage parlors to entertain high-ranking RTAF officers involved in tender processes. A high-level RTAF officer responsible for drafting and awarding tenders was entertained on multiple occasions, resulting in Wirtgen Thailand winning two tenders in March and April 2020, valued at approximately $665,000.
  2. DOH. Wirtgen Thailand also engaged in similar activities to influence DOH officials. For example, in March 2017, a $15,000 expense was recorded for entertaining 15 members of a DOH tender committee at a massage parlor. Subsequent entertainment expenses, including those in July 2018 and December 2018, continued this pattern. As a result, Wirtgen Thailand secured multiple tenders, including a $2,303,294 tender in December 2018, a $498,567 tender in October 2019, and a $1,451,432 tender in November 2019.
  3. In December 2019, Wirtgen Thailand entertained DRR officials at massage parlors, incurring expenses of approximately $10,000. This effort paid off when DRR awarded Wirtgen Thailand a $1,283,905 tender in April 2020. Notably, two of the four DRR signatories on this tender had received entertainment from Wirtgen Thailand during the December 2019 visit.

In total, Wirtgen Thailand spent over $58,000 on improper massage parlor entertainment for government officials. These expenses were falsely recorded on the company’s books and records, often listed in round numbers with vague descriptions such as “entertainment.” This widespread bribery directly influenced the outcome of several tenders, leading to the award of contracts worth millions of dollars.

Bribery Through a Sightseeing Trip Disguised as a “Factory Visit”

In another scheme, Wirtgen Thailand paid for an elaborate eight-day sightseeing trip for four DOH officials and two of their spouses under the pretense of a “factory visit” to its facilities in Germany. However, the itinerary consisted of luxury sightseeing in Switzerland, with visits to Interlaken, Zermatt, and Lake Lucerne, shopping excursions, and stays in high-end hotels. The total cost of this trip was approximately $47,500.

During this period, Wirtgen Thailand submitted a bid on a DOH tender. After the trip concluded, Wirtgen Thailand was awarded a tender on October 16, 2019, valued at $498,567. A month later, on November 20, 2019, Wirtgen secured another tender worth $1,451,432. The trip and the subsequent awards were orchestrated without following Deere’s internal compliance procedures, which required detailed documentation and prior approval for such visits. The Managing Director for Southeast Asia knowingly approved these expenses, citing the need to “gain information and build rapport” with government customers.

What was wrong with these trips? Basically, everything. What makes all of this even more egregious is that the rules around gifts, travel, and entertainment for clients have long been known since at least 2007, when the Department of Justice (DOJ) issued Opinion Releases 07-01 and 07-02, which detailed the DOJ’s expectations for GTE going forward.

The key elements are:

  1. The purpose of the visit is to familiarize the delegates with the nature and extent of the requestor’s operations and capabilities and to help establish the requestor’s business credibility.
  2. The visit will last four days and will be limited to domestic economy class travel to only one U.S. operations site.
  3. The requestor also intends to pay for the six officials’ domestic lodging, local transport, and meals.
  4. The foreign government plans to pay the costs of the international airfare.
  5. The company did not select the delegates who would participate in the visit.
  6. The company will pay all costs directly to the providers; no funds will be paid directly to the foreign government or the delegates.
  7. The company will not pay any expenses for spouses, family, or other officials’ guests.
  8. Any souvenirs the requestor may provide to the delegates would reflect the requestor’s name and/or logo and be of nominal value.
  9. The Company will not fund, organize, or host any entertainment or leisure activities for the officials, nor will it provide the officials with any stipend or spending money.

Falsification of Records

The expenses related to both the massage parlor entertainment and the sightseeing trip were improperly recorded as legitimate business expenses in Wirtgen Thailand’s books. None of these activities complied with the company’s policies and procedures regarding interactions with government officials. Senior management routinely approved these expenses without adequate scrutiny, bypassing the company’s compliance framework.

As noted above in Opinion Release 07-01, “All costs and expenses incurred by the requestor in connection with the visit will be properly and accurately recorded in the requestor’s books and records.” This means that not only is it a requirement for companies to accurately record their legitimate travel expenses in their books and records, but it is also a separate violation when there is a failure to do so. Deere did not meet this standard.

The total value of the corrupt payments and benefits provided to RTAF, DOH, and DRR officials through these schemes amounted to over $105,500, while the total value of the tenders awarded to Wirtgen Thailand because of these illicit practices exceeded $6 million.

Wirtgen Thailand’s actions highlight a significant breakdown in compliance oversight and internal controls. The deliberate falsification of records and the use of bribery to secure government contracts violated the company’s own Code of Business Conduct and exposed it to severe legal and reputational risks. These events serve as a stark reminder to compliance professionals of the critical importance of robust compliance monitoring and the need for stringent enforcement of anti-bribery policies.

To prevent such violations, companies must ensure that their compliance programs are well-designed and actively enforced, with continuous monitoring to detect and address potential breaches. This case underscores the necessity of a proactive approach to compliance, where ethics and integrity are prioritized at every level of the organization.

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10 For 10

10 For 10: Top Compliance Stories For The Week Ending October 5, 2024

Welcome to 10 For 10, the podcast which brings you the week’s Top 10 compliance stories in one podcast each week. Tom Fox, the Voice of Compliance, brings to you, the compliance professional, the compliance stories you need to be aware of to end your busy week. Sit back, and in 10 minutes hear about the stories every compliance professional should be aware of from the prior week.

Every Saturday, 10 For 10 highlights the most important news, insights, and analysis for the compliance professional, all curated by the Voice of Compliance, Tom Fox. Get your weekly filling of compliance stories with 10 for 10, a podcast produced by the Compliance Podcast Network.

  • CEOs turning to pods. (FT)
  • Francis Haugen says we need more whistleblowers. (WSJ)
  • Britain to give banks a new tool to fight fraud. (Reuters)
  • Cheat at home, cheat at work? (Bloomberg)
  • SEC head of enforcement to step down. (WSJ)
  • The ghost of Odebrecht lives on. (WSJ)
  • Where do you find modern slavery? At a McDonald’s in the UK.    (BBC)
  • Hearing on Boeing/DOJ guilty plea set. (Reuters)
  • SEC fines 11 more firms for failures in messaging apps.  (SEC Press Release)
  • Adams’s Lawyers Ask Judge to Dismiss Federal Bribery Charge. (NYT)

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2 Gurus Talk Compliance

2 Gurus Talk Compliance: Episode 38 – The SCCE Wrap Up Edition

What happens when two top compliance commentators get together? They talk compliance, of course. Join Tom Fox and Kristy Grant-Hart in 2 Gurus Talk Compliance as they discuss the latest compliance issues in this week’s episode!

In this episode of the ‘Two Gurus Talk Compliance Podcast,’ hosts Kristy Grant-Hart and Tom Fox delve into recent updates and stories in the compliance world. They explore the DOJ’s latest guidance on corporate compliance programs, highlighting themes of data access and the role of AI. Discussion on domestic bribery leads to the case against NYC Mayor Eric Adams for alleged violations, including unauthorized travel expenses. The hosts also analyze four significant trade sanction cases detailed by Michael Volkov, illustrating the importance of rigorous compliance measures. Notable segments include the investigation into Binance’s hefty compliance investments, the influence of competition on corporate culture, and current issues in internal controls. A curious case on Caremark claims against Wells Fargo’s board is mentioned, providing insights into potential legal trends. The podcast closes with a humorous touch on a Florida man’s recurring jail visits due to retail fraud. The episode is a comprehensive overview of key compliance topics marked by real-world examples and expert insights.

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Daily Compliance News

Daily Compliance News: October 3, 2024 – The Gurbir Grewal Steps Down Edition

Welcome to the Daily Compliance News. Each day, Tom Fox, the Voice of Compliance, brings you compliance-related stories to start your day. Sit back, enjoy a cup of morning coffee, and listen to the Daily Compliance News. All from the Compliance Podcast Network.

Each day, we consider four stories from the business world: compliance, ethics, risk management, leadership, or general interest for the compliance professional.

In today’s edition of Daily Compliance News:

  • SEC head of Enforcement to step down. (WSJ)
  • New paths to CPA license emerge. (WSJ)
  • The ghost of Odebrecht lives on.  (WSJ)
  • FIs and FLs on common ground in compliance. (PYMNTS)

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Daily Compliance News

Daily Compliance News: September 30, 2024 – The My Law Firm Edition

Welcome to the Daily Compliance News. Each day, Tom Fox, the Voice of Compliance, brings you compliance-related stories to start your day. Sit back, enjoy a cup of morning coffee, and listen to the Daily Compliance News. All from the Compliance Podcast Network.

Each day, we consider four stories from the business world: compliance, ethics, risk management, leadership, or general interest for the compliance professional.

In today’s edition of Daily Compliance News:

  • Trump plans to make DOJ his personal law firm. (WSJ)
  • CA wants carbon accounting. (WSJ)
  • Tim Brown wants tougher cyber laws. (FT)
  • Elliot affiliate wins Citgo auction. (Reuters)

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10 For 10

10 For 10: Top Compliance Stories For The Week Ending September 28, 2024

Welcome to 10 For 10, the podcast that brings you the week’s Top 10 compliance stories in one podcast each week. Tom Fox, the Voice of Compliance, brings to you, the compliance professional, the compliance stories you need to be aware of to end your busy week. Sit back, and in 10 minutes, hear about the stories every compliance professional should be aware of from the prior week.

Every Saturday, 10 For 10 highlights the most important news, insights, and analysis for the compliance professional, all curated by the Voice of Compliance, Tom Fox. Get your weekly filling of compliance stories with 10 for 10, a podcast produced by the Compliance Podcast Network.

  • DOJ releases a 2024 Update to the Evaluation of Corporate Compliance Programs. (FCPA Compliance & Ethics Blog)
  • China probes PVH. (Reuters)
  • Wells Fargo must face Caremark claim. (Reuters)
  • Wagner Group used HSBC and JPMorgan for payments. (FT)
  • Caroline Ellison sentenced to 2 years in prison and forfeits $11bn (NYT)
  • How Binance found that old time ‘compliance’ religion. (WSJ)
  • New York City Mayor Adams indicted on bribery and corruption charges. (NYT)
  • SEC fines 12 more firms for failures in messaging apps. (SEC Press Release)
  • S. Iswaran was convicted for corruption in Singapore. (BBC)
  • Ex-CEO of Skael faces criminal fraud charges. (WSJ)

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