Rol van de General Counsel...Sep 19, 2013 · • Verslag van vandaag op ... Partner, Amsterdam...

Rol van de General Counsel

bij Compliance en Fraude/Corruptie

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

2014

• Ambitieus door op ingeslagen weg (info volgt)

• Verdere groei aantal GCs: behoud persoonlijk contact

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

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

Near future

• Verslag van vandaag op www.generalcounsel.nl

• As dinsdag nieuwe online Nieuwsbrief

• Eind oktober General Counsel Magazine

• Oktober en november: Intervisiebijeenkomsten

• Welkom nieuwe deelnemers en partners 2014

• 12 december: Legal Project Management bij TNO

Ballast Nedam Compliance & Risk [9]

General Counsel Netherlands

Dr. Sylvie C. Bleker-van Eyk CCRO 19 september 2013

De rol van de General Counsel bij

Compliance en Fraude/Corruptie


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

Definitie compliance


Fraude beleid

23-9-2013 11

• Risicoanalyse

• Gedragscode

• Screening

• Training

• Communicatie

• Klokkenluiderregeling

• Proactieve data-

analyse

• Rol internal audit

• Frauderesponsplan

• Onderzoek

• Redresseren

• Communiceren

Governance

Fraudebeleid

Preventie Detectie Respons


Typen onregelmatigheden

► Fraude door senior management

► Ongeautoriseerd handelen

► Omkoping van ambtenaren

► Onjuiste boekhouding

► Kartels

► ‘Facilitation’ payments

► Onethisch gedrag Tegen het

bedrijf

In

het

bedrijf

Door

het

bedrijf

► Diefstal van activa

► Inkoop ‘commissies’

► Samenspanning

► Diefstal en verkoop van

bedrijfsdata

► Frauduleuze claims

► Frauduleuze afschrijvingen


Corruptie (FCPA, OECD Anti-bribery, UKBA)

Extraterritorialiteit (VS en UK)

Export controls

Cloud Computing

Hier kom ik graag nog eens voor terug

Speciale onderwerpen

The role of the GC in the context of anti-

bribery and corruption

Ep Hannema and Neil O’May, Partners

Norton Rose Fulbright LLP

19 September 2013

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

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

Corruption in the 21st 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

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 10500 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

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

Risk map

22

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

Industry risks

Corruption Enforcement by Industry, 1977-2011

19.4%(68)

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)

0.6%(2)

0.6%(2)

0 10 20 30 40 50 60 70 80

Entertainment/Film

Retail

Property Development

Non-Profit/Education/Consulting/Other

Agriculture/Food

Technology/Software

Financial Services

Transportation/Communications

Engineering/Construction

Health Care

Manufacturer/Service Provider

Aerospace/Defense/Security

Extractive Industries

Number of Cases/Investigations

24

Does ABC compliance harm your business?

25

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

Risks of non-compliance - continued

Damages –Costs of investigations (Siemens 1 billion Euro)

–Legal costs

–Direct damages (overpayment etc.)

27

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

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

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

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

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

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

• Checklist (“Red flags”)

• Case studies (examples of day to day situations”)

34

Contact details

Ep Hannema

Partner, Amsterdam Corporate Department

[email protected]

+31 20 46 29 413

Neil O’May

Partner, London Dispute Resolutions Department

neil.o’[email protected]

+44 20 7444 3499

36

mailto:[email protected]



Rol van de GC bij

Compliance en

Fraude/Corruptie

Fase 2: Management van

Anti-Bribery & Corruption

Anne-Aymone Mei

19 september 2013

39 © 2013 KPMG Advisory N.V., registered with the trade register in the Netherlands under number 33263682, 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.

Introductie

Contact:

Telefoon: +31 (0)20 656 7551

[email protected]

Anne-Aymone Mei Senior Manager

KPMG Forensic &

Integrity

Contact:

Telefoon: +31 (0)20 656 7618

[email protected]

Leen Groen Director

KPMG Forensic &

Integrity




Adequate maatregelen

Due diligence

Monitoren en beoordelen

Proportioneel beleid en procedures

Communicatie en training

Commitment vanuit het senior

management

Risicoanalyse

FCPA: 10 Hallmarks UKBA: 6 principles Nederland

Continue verbetering: periodieke testen

en reviews

Derde partijen due dilligence en

betalingen

M&A: pre-transactie due dilligence en

post-transactie integratie

Mogelijkheid tot vertrouwelijk melden en

intern onderzoek

Incentives en disciplinerende maatregelen

Toezicht, autonomie en middelen

Gedragscode en compliance beleid en

procedures

Training en continue advies en sturing

Risicoanalyse

Commitment vanuit het senior

management en een duidelijk beleid




Risico-analyse

Reactie protocollen en

onderzoeksprocedures

Training en communicatie

Due diligence procedures

Monitoring en meldstructuren

Beleid en procedures

Commitment van het management &

Governance

KPMG’s ABC compliance framework




Top 3 huidige vraagstukken bij bedrijven

• Risk assessment

• Due diligence

• Monitoring




Drie huidige vraagstukken bij bedrijven:

Risico-analyse (hoe pak je dit aan?)

MOD HIGH

LOW MOD Lik

eli

ho

od

of

bri

bery

Low Fundamental Significance

to entity

High

Structuur onderneming? Geografische spreiding?

Sector?

Aard transacties?

Cultuur onderneming?

?

MOD HIGH

LOW MOD





Due Diligence (wie zijn mijn derde partijen eigenlijk?)

Voorbeelden uit de praktijk

Purchasing

Agents

Distributors

Sales

Agents

Resellers

Brokers

Wholesalers

Shippers

Freight

Forwarders

Licensees

Customs

Agents

Lobbyists

Regulatory

Affairs

Consultants

Product

Registration

Agents

Health &

Safety

Consultants Promotional

Consultants

Travel and

Expense

Vendors

Joint

Venture

Partners

Nieuw over te nemen partijen!!!

http://www.iconarchive.com/show/transport-icons-by-icons-land/Truck-icon.html

http://www.iconarchive.com/show/large-home-icons-by-aha-soft/Retail-shop-icon.html




■ 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 offshore-rekening

■ Bankrekeningen worden geopend, gesloten en/of verplaatst

■ Overcompensatie aan buitenlandse managers

■ Zakelijke relaties met buitenlandse ambtenaar

■ Betaling aan derde verhuld als payroll

■ Vervalste declaratie- documenten

■ 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


Monitoring (wat is een mogelijke red flag?)

Inkoopproces Verkoopproces Treasury

HRM Proces Declaraties Charitatieve giften




Effectiviteit van je compliance programma

Hoe realiseer je een effectief compliance programma?




Aantal regels

Aan

tal

inc

ide

nte

n

X

Relatie tussen regels en incidenten




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”.




Het Soft-controls model – kenmerken van een effectieve cultuur

Acht Soft -controls

Trans-

parantie

Betrokken-

heid

Uitvoerbaar-

heid

Voorbeeld-

gedrag

Helderheid

Handhaving

Bespreek-

baarheid

Aanspreek-

baarheid




Toelichting op Soft controls in relatie tot ABC

Helderheid Voorbeeldgedrag Uitvoerbaarheid

Transparantie

Betrokkenheid

Bespreekbaarheid Aanspreekbaarheid Handhaving




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 2013




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

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.

© 2013 KPMG Advisory N.V., registered with the trade

register in the Netherlands under number 33263682, 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.

Presentatie GCN 19 september 2013

Fase 3: “response”

Inleiding

● Focus:

● Asset recovery

● Internationale context

Algemeen

● Mijn achtergrond en ervaring

● ICC’s FraudNet

Algemeen

● Snel handelen is essentieel: binnen de eerste 48 uur is

vaak nog veel mogelijk

● Hoe kom je aan relevante informatie?

Verzamelen van informatie: common law jurisdicties

● Third Party Disclosure Orders:

● Norwich Pharmacal Orders

● Bankers Trust Orders

Third Party Order ●

Third Party Disclosure Order ●

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

Aaandachtspunten

● Snelheid van handelen – eerste 48 uur

● Verzamelen van relevante informatie

● Schakel deskundigen in!

Höcker Advocaten

● Van Eeghenstraat 98

1071 GL Amsterdam

T 020 - 577 77 00

F 020 - 671 97 10

E [email protected]

S www.hocker.nl

Rol van de General Counsel...Sep 19, 2013 · • Verslag van vandaag op ... Partner, Amsterdam...

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Transcript of Rol van de General Counsel...Sep 19, 2013 · • Verslag van vandaag op ... Partner, Amsterdam...