Over the past 15 months, the Department of Justice (DOJ) and Securities and Exchange Commission (SEC) have made clear, through three Foreign Corrupt Practices Act (FCPA) enforcement actions and speeches, their priorities in investigations, remediations, and best practices compliance programs. Every compliance professional should study these enforcement actions closely for the lessons learned and direct communications from the DOJ. They should guide not simply your actions should you find yourself in an investigation but also how you should think about priorities.

The three FCPA enforcement actions are ABB from December 2022, Albemarle from November 2023, and SAP from January 2024. Taken together, they point out a clear path for the company that finds itself in an investigation, using extensive remediation to avoid monitoring and provide insight for the compliance professional into what the DOJ expects in a best practices compliance program on an ongoing basis.

Over a series of blog posts, I will lay out what I believe are the Top Ten lessons from these enforcement actions for compliance professionals who find themselves in an enforcement action. Today, we continue with Number 7, the Change in Sales Model. This is one of the more intriguing insights from these enforcement actions, as changing a sales model has not been previously called out by the DOJ in prior commentary, iterations of the Evaluations of Corporate Compliance Programs, either in the FCPA Resource Guide or in speeches. However, it is such a self-evident change that you might wonder why it has not been called out previously. One reason may be that it seems like a simple change but is challenging. Therefore, many companies may be reluctant to try to do so.

Albemarle

Albemarle changed its approach to sales and its sales teams. Corrupt third-party agents caused the company such FCPA grief. Many of the quotes in the NPA and Order make it clear that Albemarle executives had an aversion to paying bribes but greater moral flexibility when a third-party agent was involved. This led to the company moving away from third-party agents to a direct sales force.

 SAP

On the external sales side, SAP eliminated its third-party sales commission model globally and prohibited all sales commissions for public sector contracts in high-risk markets. It also enhanced compliance monitoring and audit programs, including creating a well-resourced team devoted to third-party partners and supplier audits. On the internal side, SAP adjusted internal compensation incentives to align with compliance objectives and reduce corruption risk.

Gunvor S.A.

The Gunvor FCPA enforcement action was announced in early March. According to the DOJ Press Release, the company has “pleaded guilty and will pay over $661 million to resolve an investigation by the U.S. Justice Department into violations of the Foreign Corrupt Practices Act (FCPA).” I have not included it in this discussion up to this point. However, the DOJ noted that Gunvor had done away with “eliminating the use of third-party business origination agents.” While this is not a complete change in its sales model, it certainly is a significant part of such an action. It also demonstrates that a company can partly change its overall sales model and sales method in a manner that will draw favor from the DOJ.

Moving to a direct sales force does have its risks that must be managed. Still, those risks can certainly be managed with an appropriate risk management strategy, strategy monitoring, and improvement. Yet there is another reason, and more importantly, a significant business reason, to move towards a direct sales business model. Whenever you have a third-party agent or anyone else between you and your customer, you risk losing that customer because your organization does not have a direct relationship with the customer. By having a direct sales business model, your organization will have a direct relationship with your customers and, therefore, the ability to develop it further.

If your organization is under FCPA investigation, you should examine its sales model to determine its maintenance risks. Suppose your model is fully commission-based or highly commission-dependent. In that case, you may consider moving to a direct sales model to help remediate and manage your risks more effectively.