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Global Corruption Enforcement
For multinational corporations, reducing the risks and concomitant expenses associated with corrupt employee behavior must be a priority. In today's environment, counsel, directors and management must recognize that companies can no longer rely on the mere existence of a compliance program and code of conduct. This article discusses the benefits of embedding compliance doctrine within operations, and how businesses could market integrity and compliance to gain a competitive advantage.
Expansion into markets with challenging regulatory systems poses added risks to companies subject to the Foreign Corrupt Practices Act (FCPA), 15 U.S.C. ” 78dd-1, et. seq. Whether driven through acquisition or organic growth, expansion demands extra attention and expertise by specialized counsel. In 2014, companies should prepare for enhanced U.S. and German enforcement efforts. Mere identification of issues after expansion, however, will be insufficient to minimize risk and deal with enforcement.
The disruption and cost of internal investigations standing alone make counsel with foresight a tremendous value. Over the past decade, the standard practice has been to institute a “letter-of-the-law” compliance program rather than designing integrated compliance protocols that are specific to businesses operations. Unfortunately, many of these compliance programs have left businesses vulnerable to “work around” cultures where operators quickly find ways to avoid compliance processes. For example, if a company sets a monetary limit that requires legal or compliance approval, the company should monitor how many transactions occur right below the limit in ensuing periods.
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Major Differences In UK, U.S. Copyright Laws
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