FCPA Compliance and Ethics Blog

August 22, 2014

The Whole World Is Watching Mexico In the Fight Against Corruption

Don PardoDon Pardo died this week. While perhaps not of the public stature of Robin Williams or Lauren Bacall, whom we lost last week, his passing nonetheless was well noted in the national media. Pardo lived to the ripe old age of 96 and got his start in the public eye through the medium of radio. While perhaps not quite the Voice of God (John Facenda of NFL Films) he nevertheless had a booming voice, which was all the more recognizable from his incredible modulation. Most folks will recognize him from the following, “Live from New York – it’s Saturday Night Live!” I remember Pardo from an earlier era where he introduced the game shows Jeopardy and The Price is Right! But, wherever you might remember Pardo from, he was a true original.

All of which brings me to today’s topic of business solutions to legal issues such as the Foreign Corrupt Practices Act (FCPA) and other anti-corruption statues such as the UK Bribery Act. I have written about business solutions to legal problems, such as the FCPA, in the energy industry here in Houston. Noted compliance practitioner Scott Killingsworth made similar observations on compliance covenants in commercial transactions, which he labeled private-to-private or “P2P” solutions.

However, now we may be seeing a business solution to bribery and corruption played out on the national stage in Mexico. In an article in midstreambusiness.com, by Deon Daugherty, entitled “Corrupción”, which she led with the sentence, “Leave it to the free market to solve a legal conundrum.” She went on to explain that it was the Mexican national energy company Pemex that had initially detected the fraud allegedly perpetrated by the entity Oceanografía and which has led to an investigation of the US banking giant Citigroup. She wrote, “Petróleos Mexicanos, the state-owned entity known as Pemex, had questioned the billing practices of the contractor, which has performed offshore work for Pemex for several years. Mexican officials subsequently placed Oceanografía executive Amado Yáñez under house arrest while they investigate. Pemex was quick to react. The company suspended all new contracts with Oceanografía pending its own investigation and the Mexican government has taken control of Oceanografía, Attorney General Jesús Murillo Karam said in a statement in Mexico City. An unidentified Pemex official told Bloomberg that Oceanografía’s assets have been impounded and the investigation will cover more than contracts with Pemex.”

Now, in Mexico, these stakes have been raised even higher by the country’s need for energy reform of and around Pemex. The Financial Times (FT), in an article entitled “Mexico’s historic reform drive”, noted the current Mexico President, Enrique Peña Nieto, has led a wide-ranging group of government reforms including a new energy law to make Pemex more efficient and to bring foreign investment into Pemex for the first time in its history. It all started with revising the Mexican constitution and has led to the enactment of nine implementing laws.

In an article in the Houston Chronicle, entitled “One key to Mexico’s energy reforms: corporate responsibility”, Chris Tomlinson wrote that President Nieto “wants to accelerate the timeline for allowing foreign companies into Mexico, clearly hoping their investment will invigorate Mexico’s economy and help his political standing.” Clearly it is designed to increase production from Mexico’s oil fields, which had dropped from 3.4 million barrels per day in 2004 to only 2.4 million barrels per day in the last reported year. Additionally, Tomlinson noted, “Mexico’s offshore Perdido oil field and the shale gas formations along the Texas border represent a huge opportunity to boost North American energy production.”

All of the above represents a huge opportunity for US companies to do more business in Mexico. Daugherty cited to Jose Valera, a partner in the law firm of MayerBrown, who said, “just laying the pipeline and other midstream infrastructure needed to deliver and store the hydrocarbons that Mexico stands to produce will be worth tens of billions of dollars’ worth of investment. And FCPA concerns exist globally.” Valera added that “We need to keep in mind how little infrastructure there is in Mexico today—how little midstream infrastructure there is—by some accounts, Mexico has a total of about 12,000 miles of pipelines,” Valera explained. “Whereas if you look only at the state of Texas, we have more than 250,000 miles of pipelines. That gives you an idea of the scale in what Texas has, what Mexico has and what Mexico could have.”

Clearly companies in the energy space should be well aware of the FCPA. Indeed Houston is recognized as the city that is the world’s epicenter of FCPA enforcement because so many Houston based companies have been involved in FCPA investigations or enforcement actions. Indeed Daugherty cited to former US ambassador to Mexico and now counsel in the Mexico City office of White & Case LLP, Antonio Garza, for the following, “U.S. companies that operate abroad know the rules, and they will likely work to ensure they don’t put themselves in a position of exposure to FCPA sanctions.”

This is where Pemex is part of the business solution. Daugherty wrote, “Pemex has said corruption has no place in its business.” Indeed “newest director general of Pemex, Emilio Lozoya Austin, has “emphasized that there will be zero tolerance for any act of corruption in the business and general disregard for the law, so that in this, as in other cases, there will be no impunity.”” Former Ambassador Garza added, ““I’ll tell you another reason why I think you won’t be hearing too many corruption-related horror stories. That’s because this government knows the whole world is going to be watching this transition play out,” he said. “And it better look, smell and be transparent and competitive or the bloom will be off this rose pretty quick.” Indeed, Mexico has made inroads toward luring foreign investment to its markets. The nation’s public-private partnership (PPP) law was designed specifically to attract investors and give contractors a more certain environment.””

There has generally been much applause for Mexico amending its constitution and reforming its laws to allow foreign entities to invest in the Mexican energy industry for the first time since 1938. There are many questions that are still left to be answered but if Pemex can help to become part of the solution in the international fight against bribery and corruption, think what an example that might set for other countries across the globe. All I can say that this point (and in the most booming Don Pardo voice I could ever muster) The Whole World is Watching!

This publication contains general information only and is based on the experiences and research of the author. The author is not, by means of this publication, rendering business, legal advice, or other professional advice or services. This publication is not a substitute for such legal advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified legal advisor. The author, his affiliates, and related entities shall not be responsible for any loss sustained by any person or entity that relies on this publication. The Author gives his permission to link, post, distribute, or reference this article for any lawful purpose, provided attribution is made to the author. The author can be reached at tfox@tfoxlaw.com.

© Thomas R. Fox, 2014

September 19, 2012

CEO Hubris and Compliance Catastrophes

What is the common denominator of every corporate catastrophe that you have heard about? Reporter Lucy Kellaway, in a Financial Times (FT) article entitled “Road test CEO’s to avoid corporate car crashes”, says that it is the “hubristic CEO”. I thought about that line as I sat at Minute Maid Park last weekend and watched the Houston Astros all but knock out the Philadelphia Phillies from the National League (NL) Wild Card hunt by winning 3 of the 4 games. The Astros then, of course, began their next series with a more routine loss to the St. Louis Cardinals; thus allowing the Astros to reach the rarified triple digit ignominy of 100 losses for a second consecutive season. But do not be disheartened, there are still 14 games left so the Astros could blow through last season’s record of ‘only’ 106 losses. Think that might qualify as a ‘catastrophe’?

Apparently not according to Astros owner Jim Crane, who once again shows that I am unsophisticated because I measure the success of a baseball team by that outdated metric of wins and losses. But what I did not realize about Mr. Crane is that he fervently believes that baseball is not simply a game. He once again pointed out my lack of foresight in an Op-Ed piece for the Houston Chronicle, “Building a baseball team and a city-together”, where he said “Baseball is a singular life experience that brings communities together, develops youthful confidence and strong values, shapes destinies and builds city spirit. Important life lessons are learned on the baseball field.” He then went on to note that the team’s “ultimate goal is not only a better team, but a better city.” How is he going to accomplish this rather lofty goal? Believe it or not, it all starts with the public presentation of the Astros new uniforms that he has been secretly working on all year. He actually ended this Op-Ed piece with the following line, “The first big step is only a few weeks away, on Friday, Nov. 2, at 5 p.m. at Minute Maid Park, when we reveal our striking new logo and uniforms reflecting the fresh start we will all make together next season. We hope every Astros fan will be there, as excited and fired up as we are about the bold new experiences ahead.”

Be still my heart. He is actually planning to make the City of Houston a better place by introducing new uniforms. I am sure the Mayor of Houston is thrilled with this assistance. Unfortunately I cannot find a public comment she has made on the subject to report to you. I suppose any long suffering Red Sox (think Jay Rosen) or Cubs fan would tell me wait until your team has a bad century and then you have the right to sound off as, after all the Astros were in the World Series in 2005 but Mr. Crane, really new uniforms, how about some old fashioned wins?

Kellaway’s piece asks that even in this age of documenting, checking, measuring, stress testing and reassessing with remedial actions of every conceivable type of risk, what is the one which is never tested? She believes that the answer is “the chief executive gets so high on power that he or she losses the plot.” Kellaway’s idea to help remedy this situation is amazingly simply. She argues that the idea is “to force all top executives to take an annual hubris test modelled on the MOT (UK Ministry of Transportation) test for cars.” She acknowledges that she poached this idea, from Chris Wiscarson, the head of Equitable Life. Kellaway’s contribution is to have the test administered by a company’s Board of Directors. The test itself would consist of simple questions presented to a Chief Executive Officer (CEO) such as:

•           How would you rate your own arrogance? (Rate from one to five)

•           Has it increased recently?

•           Have you changed your mind on anything substantively in the past year?

•           Have you done anything “slightly dodgy”?

She believes that “In answering these questions, spineless non-executive directors would be discouraged from fudging answers by the promise of a prison sentence should they fail to be candid.” In addition to this annual test, Kellaway believes that if a CEO makes some type of extraordinary statement of “exceptional hubris” this would cause an “immediate MOT failure.” She gives the example of the now former head of Barclay’s Bob Diamond who told the UK Parliament “a year ago that the time for bankers to apologise was past” he would have been “instantly out”.

The British Press seems to be leading quite a bit of soul searching these days about the trouble City banks and other companies have gotten themselves into recently. I found Kellaway’s piece interesting because she appears to realize not only how important “tone-at-the-top” is to set an ethical standard for a company; but more importantly she is engaging in the conversation of how to address this issue. If your corporate culture is simply to either make your numbers every quarter or ‘resign to pursue other opportunities” this may speak of a hubris which leads to a compliance catastrophe like the one Wal-Mart faced on April 21, 2012 when the story broke on the front page of the New York Times (NYT). But the Board of Directors must be prepared to lead this effort, in other words, a Board must actually govern. So maybe when the FCPA Professor characterizes the Wal-Mart Foreign Corrupt Practices Act (FCPA) scandal failure of corporate governance, he is on to something.

On the other hand, if you are Jim Crane, apparently if you get some snazzy new uniforms, you not only make your baseball team better but the entire City of Houston.

This publication contains general information only and is based on the experiences and research of the author. The author is not, by means of this publication, rendering business, legal advice, or other professional advice or services. This publication is not a substitute for such legal advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified legal advisor. The author, his affiliates, and related entities shall not be responsible for any loss sustained by any person or entity that relies on this publication. The Author gives his permission to link, post, distribute, or reference this article for any lawful purpose, provided attribution is made to the author. The author can be reached at tfox@tfoxlaw.com.

© Thomas R. Fox, 2012

January 21, 2011

What Can Your CEO Do for Your FCPA Compliance Program?

So what can your Chief Executive Officer (CEO) do for your Foreign Corrupt Practices Act (FCPA) compliance program? It turns out quite a bit. Both the US Sentencing Guidelines, which are used as the basis for FCPA compliance programs, and the Consultative Guidance, which is the basis for the adequate procedures defense under the UK Bribery Act, make it clear that top company leadership on compliance and ethics is a key component of any successful anti-bribery and anti-corruption program. Many CEO’s desire to be leaders in this area for their businesses but do not know some of the specific steps that they can take to achieve this. In a book entitled, Building a World Class Compliance Program – Best Practices and Strategies for Success” author Martin Biegelman provides some concrete examples in the chapter entitled “Tone at the Top and Throughout”.

In this chapter Biegelman cites to a list used by Joe Murphy of actions that a CEO can demonstrate to set the requisite tone from the Captain’s Chair of any business. The list is as follows:
1. Keep a copy of the Constitution on your Desk. Have a dog-eared copy of your company’s Code of Conduct on your desktop and be seen using it.
2. Clout. Make sure your compliance department has authority, influence and budget within the company. Have your Chief Compliance Officer (CCO) report directly to the Board of Directors.
3. Make them Accountable. At Senior Executive meetings, have each participant report on what they have done to further the compliance function in their business unit.
4. Sticks and Carrots. Have both sanctions for violation of company compliance and ethics policies and incentives for doing business in a compliant manner.
5. Don’t do as I say, Do as I do. Turn down an expensive dinner or trip offered by a vendor. Pass on a gift that you may have received. Turn down a transaction based upon ethical considerations.
6. Be a Student. Be seen at intra-company compliance training. Take a one or two day course or attend a compliance conference outside your organization.
7. Award Compliance. You should recognize outstanding compliance efforts with companywide announcements and awards.
8. The Board. Recruit a nationally known compliance expert to sit on your company’s Board and chair the audit or compliance committee.
9. Independent Review. Obtain an independent, outside review of your company’s compliance program and report the results to the Board’s Audit Committee.
10. Vendors. Mandate that all vendors in your Supply Chain embrace compliance and ethics as a business model. If not, pass on doing business with them.
11. Network. Talk to others in your industry and your peers on how to improve your company’s compliance efforts.

Many companies struggle with some type of metric which can be used for upper management regarding compliance and communication of a company’s compliance values. We are indebted to our colleague, Stephen Clayton for the following idea. It is to require the CEO to post companywide emails or other communications once a quarter on some compliance related topic. The CEO’s direct reports would then also be required to email their senior management staff a minimum of once per quarter on a compliance topic. One can cascade this down the company as far as is practicable. Reminders can be set for each communication so that all personnel know when it is time to send out the message. If these communications are timely made, this metric has been met.

Biegelman begins the chapter discussed in this posting with the statement “The road to compliance starts at the top.” There is probably no dispute that a company takes on the tone of its top management. As we recently noted in our FCPA Blog posting on BP and the Deepwater Horizon disaster, based on the book Drowning in Oil-BP and the Reckless Pursuit of Profit” by Houston Chronicle business reporter Loren Steffy; the CEO of BP wanted the company to adopt the financial discipline that Exxon had shown after its own environmental disaster, the Exxon Valdez spill. However, he failed to also understand that “as closely as Exxon’s management watched costs, it also made clear to every worker that the one cardinal sin was skimping on safety.” So safety was not made the priority for BP.

As the compliance professional within your organization you may well be asked by your CEO to provide concrete actions that he or she can take to lead the company in compliance. There may be suggestions you wish to make to the same CEO and the actions presented by Biegelman in his book, and by Clayton herein, provide some concrete steps and actions you can have your CEO take.

This publication contains general information only and is based on the experiences and research of the author. The author is not, by means of this publication, rendering business, legal advice, or other professional advice or services. This publication is not a substitute for such legal advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified legal advisor. The author, his affiliates, and related entities shall not be responsible for any loss sustained by any person or entity that relies on this publication. The Author gives his permission to link, post, distribute, or reference this article for any lawful purpose, provided attribution is made to the author. The author can be reached at tfox@tfoxlaw.com.
© Thomas R. Fox, 2011

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