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Ethics and Compliance Programs to Mitigate the Risk of Fraud and Corruption
Gerry Zack, CFE, CCEP, CIA
CEO – Society of Corporate Compliance and Ethics
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The Seeds of Compliance Programs Corruption
• US defense contractors found to have paid bribes to foreign government officials – 400+ companies involved
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Compliance - Fast Growth • Increased prosecution of FCPA
– Very expensive for companies
• Series of instructions from Department of Justice to prosecutors to look at compliance programs – Settlements and plea bargains
• Liability for third party activities – Suppliers and sales agents
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OECD Activity • December 2009 issued:
“Recommendation for Further Combating Bribery of Foreign Public Officials in International Business Transactions” – Called on member states to encourage
companies “to develop and adopt adequate internal controls, ethics and compliance programmes or measures for the purpose of preventing and detecting foreign bribery.”
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OECD • A few months later issued its
“Good Practice Guidance on Internal Controls, Ethics and Compliance” – Very similar to U.S. Sentencing
Guidelines
• Continues to name and shame country behavior
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Enforcement
• Heavy fines by US for FCPA • Increasing multi-lateral cooperation and
prosecutions for corruption – No place to hide – Much more complicated to defend
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Business Demand
• Larger companies conducting due diligence on suppliers – Mitigating third party risk
• Call for larger companies to help instill compliance programs in smaller ones
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Scope of Compliance Programs Price-fixing / Antitrust Fraud Anti-Corruption / Bribery Industry-specific laws (Banking, pharma, etc) Environmental Safety (worker, product, etc) Corporate (IP, corp structure, etc) Tax Laws and Accounting Government funding Multinational – other jurisdictions
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A Compliance Program Provides: Education / Awareness Prevention Early Detection Collaboration Investigation / Enforcement Remediation
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7 Essential Elements of a Compliance Program 1. Standards and Procedures 2. Compliance Oversight 3. Education and Training 4. Monitoring and Auditing 5. Reporting and Investigating 6. Enforcement and Discipline 7. Response and Prevention
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1. Standards and Procedures Code of Conduct
Keep It Simple Tailored to the organization’s culture, ethical attitude, business, and corporate
identity Annual Attestation Address high-risk areas by providing guidance/guiding principles
Policies and Procedures
Accountability Annual Review Collaborate with other units Not repetitive/Duplicative
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2. Compliance Oversight Compliance Officer Appropriate authority Reporting structure clearly defined
“to the top”, no buffers
Oversight Committee Board
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3. Education and Training Communication Process General vs. Specific Training Methods Sanctions Attestations
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4. Monitoring and Auditing Essential for effectiveness Audits – independent/objective Monitoring – usually not independent but can be/perceived
or real subjective Audit and Monitoring plan Leverage what is currently occurring in the organization Scalable to risks and resources
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5. Reporting and Investigating Reporting System
Policies and Procedures Internal vs. External No retribution for reporting
Handling investigations Confidentiality and privacy Notifications
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6. Enforcement and Discipline Sanctions for non-compliant behavior
Policy communicated Stand firm Critical to effectiveness
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7. Response and Prevention Timely response Root cause analysis Remediation
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Keys to Success • Interact with the compliance community
– SCCE: www.corporatecompliance.org
– Compliance & Ethics Blog: complianceandethics.org – SCCEnet: community.corporatecompliance.org
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What is the SCCE? • Non-profit professional association serving the
compliance community – In-house practitioners – Outside service providers (lawyers, consultants, vendors)
• Total global membership of 7,500 • With sister association Health Care Compliance
Association - approximately 20,000 members
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