Rol van de General Counsel. bij Compliance en Fraude/Corruptie

Transcriptie

1 Rol van de General Counsel bij Compliance en Fraude/Corruptie

2 2013 Nwe opzet: multimediaal (kennen & leren), partners Doel: hét platform voor kennisdeling en innovatie Jaarcongres, 3 Themabijeenkomsten (round tables) 5 Intervisiegroepen, 2x per jaar (2014 3x per jaar) 8 GCN Nieuwsbrieven & General Counsel Magazine Veel enthousiasme van deelnemers & partners

3 2014 Ambitieus door op ingeslagen weg (info volgt) Verdere groei aantal GCs: behoud persoonlijk contact

4 Vandaag Welkom: deelnemers, geïnteresseerden en partners Atos, praktische info Interactief: korte inleidingen, ervaringen delen Intro, Preventiefase, Detectiefase, Responsfase Round Tables incl borrel tot ca 18.45u

5 Panel Bart Aten, Benelux Legal & Compliance VP General Counsel bij Atos Sylvie Bleker, Chief Compliance & Risk Officer bij Ballast Nedam en Program Director Post Graduate Compliance & Integrity Management bij de VU Amsterdam Mariëlle van de Weijenberg, Directeur Juridische Zaken en Verzekeringen bij Heijmans N.V. Joost Wiebenga, Chief Ethics/Compliance Counsel & Deputy General Counsel EMEA bij Tyco Ep Hannema, Managing Partner bij Norton Rose Fulbright Nederland Anne-Aymone Mei, Senior Manager Forensic & Integrity bij KPMG Advisory Kees van de Meent, Managing Partner bij Höcker advocaten

6 Near future Verslag van vandaag op As dinsdag nieuwe online Nieuwsbrief Eind oktober General Counsel Magazine Oktober en november: Intervisiebijeenkomsten Welkom nieuwe deelnemers en partners december: Legal Project Management bij TNO

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9 General Counsel Netherlands De rol van de General Counsel bij Compliance en Fraude/Corruptie Dr. Sylvie C. Bleker-van Eyk CCRO 19 september 2013 Ballast Nedam Compliance & Risk [9]

10 Definitie compliance Het in de meest algemene zin bevorderen en handhaven van de (Europese/inter)nationale wet- en regelgeving en van de integriteit van de organisatie evenals de integriteit van haar bestuurders en medewerkers met als doel risico s te beheersen en de daaruit voortvloeiende schade te voorkomen. Compliance = gedrag! Compliance ontstaat 99,9% vanuit een incident! Conclusie: samenwerking General Counsel en Compliance Officer Ballast Nedam Compliance & Risk [10]

11 Fraude beleid Fraudebeleid Preventie Detectie Respons Risicoanalyse Gedragscode Screening Training Communicatie Klokkenluiderregeling Proactieve dataanalyse Rol internal audit Frauderesponsplan Onderzoek Redresseren Communiceren Governance Ballast Nedam Compliance & Risk [11]

12 Typen onregelmatigheden Fraude door senior management Ongeautoriseerd handelen Omkoping van ambtenaren Onjuiste boekhouding Kartels Door het bedrijf In het bedrijf Diefstal van activa Inkoop commissies Samenspanning Diefstal en verkoop van bedrijfsdata Facilitation payments Onethisch gedrag Tegen het bedrijf Frauduleuze claims Frauduleuze afschrijvingen Ballast Nedam Compliance & Risk [12]

13 Speciale onderwerpen Corruptie (FCPA, OECD Anti-bribery, UKBA) Extraterritorialiteit (VS en UK) Export controls Cloud Computing Hier kom ik graag nog eens voor terug Ballast Nedam Compliance & Risk [13]

14 Ballast Nedam Compliance & Risk [14]

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16 The role of the GC in the context of antibribery and corruption Ep Hannema and Neil O May, Partners Norton Rose Fulbright LLP 19 September 2013

17 Overview Setting the scene Ever-changing global outlook on ethics and corruption Enforcement/consequences What / where are the risks In-house lawyer s role Personal situation/functioning 17

18 Ethics, the wider picture Focus on corruption but also part of a wider governance and corporate social responsibility picture Trade law compliance: Export controls Sanctions Anti-trust Broader human rights concerns: Supply chain issues Inappropriate labour Impact on communities Tax evasion (including VAT) (Starbucks/IKEA) Sustainability 18

19 Corruption in the 21 st Century - background The world has changed The UK, the United States and nearly all other 190 countries have adopted laws prohibiting the bribery of government officials and private sector employees New focus on practices and procedures designed and intended to avoid corrupt practices tick box compliance insufficient (IMTECH f.e.) Focus on risk assessment tone and training Differences in legal regimes, but common principles Objective and purpose of anti-corruption compliance Key impact on lawyers is focus on substance of arrangements not form 19

20 Emerging international norms Recent anti-corruption global efforts Increased prosecution and enforcement strategies Deferred Prosecution Agreements Transparency (press, stock markets etc.) Pressure from NGO's OECD "Good Practice Guidance on Internal Controls, Ethics and Compliance World Bank Integrity Compliance Guidelines BSI - Draft BS Specification for an anti-bribery management system Emerging ISO anti-bribery management standard Heightened awareness and standards among corporates Corporates are increasingly focusing on the effectiveness of internal policies and procedures to prevent corruption and reduce corporate criminal liability Pressure from stakeholders Employee awareness and whistleblowing Stricter statutory regimes 20

21 Where are the ethics risks? Each business must assess its risks and introduce systems and processes with one apparently effective to manage those risks From time to time, review these risks and the effectiveness of the processes and procedures intended to manage these risks 21

22 Risk map 22

23 Ethics industry Each Industry presents different ethical challenges, What and where are the particular risks in your industry(ies)? Are there particular sector risks (e.g. consumer products are low risk, defence is high risk as are other industries dependant on government interaction for licences and permits, e.g. Telecoms and Mining) Geographical Manufacturing Licences, permits Supply chain Distribution and sales Especially import/export controls/customs Financial services Interaction with high risk people Defence (state is directly or indirectly the customer) Local authorities Politicians Prohibited people 23

24 Industry risks Corruption Enforcement by Industry, Extractive Industries 19.4%(68) Aerospace/Defense/Security Manufacturer/Service Provider Health Care Engineering/Construction Transportation/Communications Financial Services Technology/Software Agriculture/Food Non-Profit/Education/Consulting/Other Property Development 12.3%(43) 12.0%(42) 12.0%(42) 10.5%(37) 8.8%(31) 7.4%(26) 5.7%(20) 5.1%(18) 3.4%(12) 2.3%(8) Retail Entertainment/Film 0.6%(2) 0.6%(2) Number of Cases/Investigations 24

25 Does ABC compliance harm your business? 25

26 Risks of non-compliance Regulatory Government investigations Regulatory penalties and disgorgement of profits (Siemens 1.6 billion US$ Imposition of external monitors by regulators/loss of control of business functions (worldbank) Prosecution of individuals directly involved and their managers/directors Reputational Personal reputation of board members/gc s Adverse press and damage to reputation/brand Loss of shareholder value Loss of talent/impairment of recruiting Private actions Shareholder demand for action, including derivative suits Lawsuits by competitors for lost profits/opportunities Lawsuits by customers for overpayment Sentences/fines for individuals China 26

27 Risks of non-compliance - continued Damages Costs of investigations (Siemens 1 billion Euro) Legal costs Direct damages (overpayment etc.) 27

28 Key features of national laws Prohibitions Bribery of public officials Commercial bribery Receipt of bribes Mandates Adequate procedures (USA, UK not the Netherlands but still relevant for size of sactions/fines)! Jurisdiction Extraterritoriality (FCPA, UKBA) 28

29 The role of the GC/Ethics Officer/Company Secretary Dual role GC & Compliance Officer & Company Secretary Move towards separating the roles due to: Risk of conflict (see recent article Richard van Staden Brink); and Problems with reporting and accountability. Dillema s Employees board member? Escalation procedures? 29

30 What is required of in-house lawyers? The role of an in-house lawyer is crucial in achieving ethical practices and in preventing and deterring activity which is non-compliant Assessing tone at the top Understand where the risks are in the business Understand the red flags Question and follow through Understand the ABC processes, know how they work, why they may not function and how you interacts with the processes Difference in size / exposure / risk profile No one fit all approach Awareness of more complex and increasingly extra-territorial legislation 30

31 What should the task of a lawyer working for a corporate be? 1. Effectively implement new policies and procedures (building on existing structures where they work) Policies should be company specific covering issues which are relevant such as: kickbacks, extortion, protection money, facilitation payments, conflicts of interest, gifts and hospitality, fraud and money laundering and political and charitable contributions (Code of conduct) (pre-approved) escalation protocols 2. Strengthen internal processes and procedures so that they are fit for purpose E.g., provide detailed frameworks for risk assessment, training, sanctions, whistleblowing, continuous internal self-review and external reporting 3. Establish a dedicated function to investigate potential corruption incidents (registrations of incidents, (IAD)) 4. Educate and train staff to spot "red flags" and deal with issues appropriately 5. Establish proper reporting lines 31

32 Personal functioning / issues Key risk: fail to act (non-reporting) or not acting after having been overruled (less) failure to prevent Specific risks: signing in compliance statements (SOX), compliance function in regulated entities etc. Cases of personal liability of C.O. in Germany/Berlin (not acting) and at present several UK FSA s cases 32

33 Personal functioning / measures Proper job description covering compliance, role and responsibilities Maintain independence (by avoiding split loyalties, ability to challenge senior executives, etc.) Sufficient training Sufficient resources Sufficient buy in at executive level ( tone at the top ) Proper independent reporting lines and adequate follow through (USA) Proper escalation process (board-supervisory board) Non retaliation policy Protection (insurance, indemnity) Legal privileges (lawyer) 33

34 Checklist ( Red flags ) Case studies (examples of day to day situations ) 34

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36 Contact details Ep Hannema Partner, Amsterdam Corporate Department Neil O May Partner, London Dispute Resolutions Department neil.o may@nortonrosefulbright.com

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38 Rol van de GC bij Compliance en Fraude/Corruptie Fase 2: Management van Anti-Bribery & Corruption Anne-Aymone Mei 19 september 2013

39 Introductie Anne-Aymone Mei Senior Manager KPMG Forensic & Integrity Leen Groen Director KPMG Forensic & Integrity Contact: Telefoon: +31 (0) Contact: Telefoon: +31 (0) KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 39

40 Adequate maatregelen FCPA: 10 Hallmarks UKBA: 6 principles Nederland Commitment vanuit het senior management en een duidelijk beleid Commitment vanuit het senior management Risicoanalyse Risicoanalyse Gedragscode en compliance beleid en procedures Toezicht, autonomie en middelen Incentives en disciplinerende maatregelen Proportioneel beleid en procedures Mogelijkheid tot vertrouwelijk melden en intern onderzoek Derde partijen due dilligence en betalingen M&A: pre-transactie due dilligence en post-transactie integratie Due diligence Training en continue advies en sturing Communicatie en training Continue verbetering: periodieke testen en reviews Monitoren en beoordelen 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 40

41 KPMG s ABC compliance framework Commitment van het management & Governance Risico-analyse Beleid en procedures Training en communicatie Reactie protocollen en onderzoeksprocedures Due diligence procedures Monitoring en meldstructuren 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 41

42 Top 3 huidige vraagstukken bij bedrijven Risk assessment Due diligence Monitoring 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 42

43 Drie huidige vraagstukken bij bedrijven: Risico-analyse (hoe pak je dit aan?) Likelihood of bribery? Structuur onderneming? Geografische spreiding? High Sector? MOD HIGH LOW MOD Aard transacties? Cultuur onderneming? Low Significance to entity Fundamental 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 43

44 Drie huidige vraagstukken bij bedrijven: Due Diligence (wie zijn mijn derde partijen eigenlijk?) Voorbeelden uit de praktijk Purchasing Agents Regulatory Affairs Consultants Lobbyists Travel and Expense Vendors Joint Venture Partners Product Registration Agents Health & Safety Consultants Promotional Consultants Distributors Freight Forwarders Shippers Customs Agents Resellers Wholesalers Sales Agents Brokers Licensees Nieuw over te nemen partijen!!! 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 44

45 Drie huidige vraagstukken bij bedrijven: Monitoring (wat is een mogelijke red flag?) Inkoopproces Verkoopproces Treasury Vage beschrijving van de kosten Consulting fees gerelateerd aan overheidsbesluit Onvolledige of ontbrekende documentatie Buitensporige giften Gebruik van veel tussenpersonen Ontbreken overeenkomst Agent vraagt om verhoogde factuur Gratis goederen / samples Ongebruikelijke contante betalingen Betaling naar offshorerekening Bankrekeningen worden geopend, gesloten en/of verplaatst HRM Proces Declaraties Charitatieve giften Overcompensatie aan buitenlandse managers Zakelijke relaties met buitenlandse ambtenaar Betaling aan derde verhuld als payroll Vervalste declaratiedocumenten Dubbele indiening van kosten Opgave activiteit of aanwezigen bij maaltijd ontbreekt Het bestaan van de beoogde begunstigde is niet vastgesteld Verzoek betreft individu Begunstigde is overheid 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 45

46 Effectiviteit van je compliance programma Hoe realiseer je een effectief compliance programma? 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 46

47 Aantal incidenten Relatie tussen regels en incidenten X Aantal regels 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 47

48 Wat zegt de FCPA over cultuur? A strong ethical culture directly supports a strong compliance program. By adhering to ethical standards, senior managers will inspire middle managers to reinforce those standards. Compliant middle managers, in turn, will encourage employees to strive to attain those standards throughout the organizational structure. Research has found that ethical culture is the single biggest factor determining the amount of misconduct that will take place in a business. Metrics of ethical culture include ethical leadership (tone at the top), supervisor reinforcement of ethical behavior (middle management reinforcement), and peer commitment (supporting one another in doing the right thing). Strong ethical cultures and strong ethics and compliance programs are related, as data show that a well-implemented program helps lead to a strong ethical culture. Understanding the nature of any gap between the desired culture and the actual culture is a critical first step in determining the nature of any ethics-based risks inside the organization. To create an ethical culture, attention must be paid to norms at all levels of an organization, including the tone at the top, mood in the middle, and buzz at the bottom KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 48

49 Het Soft-controls model kenmerken van een effectieve cultuur Acht Soft -controls Helderheid Handhaving Voorbeeldgedrag Aanspreekbaarheid Uitvoerbaarheid Bespreekbaarheid Betrokkenheid Transparantie 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 49

50 Toelichting op Soft controls in relatie tot ABC Helderheid Voorbeeldgedrag Uitvoerbaarheid Betrokkenheid Transparantie Bespreekbaarheid Aanspreekbaarheid Handhaving 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 50

51 Correlation between compliance programs and behavior Compliance programs continue to be correlated with: Reduced prevalence of misconduct in organizations Lower prevalence of conditions that give rise to misconduct Increased employee willingness to report misconduct More positive employee expectations regarding the outcomes of reporting misconduct More positive employee perceptions of the tone at the top More positive team culture and environment Better guidance and communication of policies around misconduct Increased level of trust and greater sense of ownership Bron: KPMG s Integrity Survey KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 51

52 Rol en uitdagingen van de General Counsel Integrale benadering van risico s en compliance (ABC is slechts één onderwerp) Aantonen dat compliance programma effectief is Promoten van een sterke cultuur 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative. 52

53 The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation KPMG Advisory N.V., registered with the trade register in the Netherlands under number , is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the Netherlands. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative.

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55 Presentatie GCN 19 september 2013 Fase 3: response

56 Inleiding Focus: Asset recovery Internationale context

57 Algemeen Mijn achtergrond en ervaring ICC s FraudNet

58 Algemeen Snel handelen is essentieel: binnen de eerste 48 uur is vaak nog veel mogelijk Hoe kom je aan relevante informatie?

59 Verzamelen van informatie: common law jurisdicties Third Party Disclosure Orders: Norwich Pharmacal Orders Bankers Trust Orders

60 Third Party Order

61 Third Party Disclosure Order

62 Third Party Disclosure Order

63 Third Party Disclosure Order

64 Third Party Disclosure Order

65 Third Party Disclosure Order

66 Mareva by Letter Zodra duidelijk is dat een bankinstelling, al dan niet vrijwillig, betrokken is bij een fraudezaak zendt de benadeelde partij de betreffende bankinstelling een brief waarin de fraude in detail wordt uiteen gezet Gevolgen voor de betreffende bankinstelling

67 Aaandachtspunten Snelheid van handelen eerste 48 uur Verzamelen van relevante informatie Schakel deskundigen in!

68 Höcker Advocaten Van Eeghenstraat GL Amsterdam T F E mail@hocker.nl S