Category: General

Compliance and Technology – Rational Actors Need to Adopt Technology

I always enjoyed the assumption underlying economic models – assuming people are rational actors, then . . . Sometime people do not act rationally, and sometimes people react out of fear or make unrealistic assumptions. The compliance profession faces many challenges including unrealistic or unfounded assumptions. In many cases, compliance professionals have to reassure their constituencies about the specific implications of a compliance function, initiative...

It Takes a Village . . . To Commit Bribery

A company that commits bribery has to undergo a soul-searching examination of its operations, from top to bottom. Bribery violations come in all shapes and forms – systemic violations like Siemens, Daimler and other enforcement actions from the past; country (or regional) specific violations that involve a group of employees sometime limited to a specific function (e.g. Johnson Controls); and small group enforcement actions, sometimes...

FCPA Enforcement and Credit for an Effective Compliance Program

The Justice Department has touted its efforts to bring greater transparency to FCPA enforcement. There is no question that in the last five years the Justice Department has moved the needle – the FCPA Guidance issued in 2012; the release of the April 5, 2016 Pilot Program; the Evaluation of Corporate Compliance Programs issued in February 2017; the release of letters confirming declinations awarded to...

Watch Exiger Webinar Replay “How AI is Transforming Third Party Risk Management”

I was pleased to participate in a live webinar with Exiger on artificial intelligence and third party risk management.  Watch the 60 minute webinar replay — here. The growing complexity of third party relationships and the immediate regulatory and reputational risks of those third parties has procurement teams, compliance officers and legal departments wondering what to do. When and how should they do due diligence?...

Five Essential Steps to Improve Corporate Board Oversight and Support of Compliance

Corporate boards need to devote more energy to oversight and improvement of corporate culture and compliance. Over the last ten years, we have witnessed corporate scandals and misconduct that could have been prevented or, at least, mitigated by a corporate board’s proper oversight, and management of a company’s culture and compliance program. All too often, corporate boards fail to identify potential red flags of serious...

ISO 37001: Training, Employee Concerns, and Internal Investigations (Part V of V)

In my final posting on ISO 37001, I review requirements for training, raising concerns and internal investigations as part of a company’s anti-bribery risk management system. I could certainly write more on ISO 37001 because there are other issues that I have not addressed, including audits, assessments and reviews of the anti-bribery risk management system. In this posting, it is important to identify and tailor...

ISO 37001: Risk Assessments, Employees, and Due Diligence Requirements (Part IV of V)

In Part IV of my series on ISO 37001, I examine requirements relating to risk assessments, design of policies and procedures, and due diligence requirements. Section 4.5 sets out requirements for conducting risk assessments. ISO 37001 requires companies to conduct regular risk assessments in order to identify the bribery risks the company might reasonably anticipate; analyze, assess and prioritize the identified bribery risks; and evaluate...

ISO 37001: Board, Top Management and Anti-Bribery Compliance Responsibilities (Part III of V)

In Part III of my continuing series on ISO 37001, today I examine the board and top management’s respective responsibilities in the implementation and oversight of an anti-bribery management system. ISO 37001 defines a “governing body” to include a supervisory board or board committee as having the ultimate responsibility for company activities, governance and policies of its anti-bribery management system. “Top management” is responsible for...

ISO 37001: The Good, The Bad and the Ugly (Part II of V)

In Part II of my continuing series, I identify in broad strokes some of the more significant positive and negative aspects of ISO 37001. While it is easy to second-guess the ISO 37001 authors, there are some interesting issues that are addressed and some missed opportunities to advance ethics and compliance systems. On the positive side, ISO 37001 is keyed to a valuable concept of...

A Closer Look at ISO37001 – Something Old or Something New? (Part I of V)

The release of ISO 37001 has triggered an important discussion among legal and compliance professionals. In a five-part series, I plan to address the value of ISO 37001, provide a substantive analysis, and to evaluate the contribution ISO 37001 has made (or will make) in the compliance field. First, I recommend that everyone spend time studying ISO 37001. It is a mistake to write off...