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Speaker Firms and Organization:

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Title: Slide 1 Author: Aimee - Research Last modified by: Intelliworks Created Date: 12/8/2008 6:50:30 AM Document presentation format: On-screen Show (4:3) – PowerPoint PPT presentation

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Title: Speaker Firms and Organization:


1
Speaker Firms and Organization
Presented By
Joseph W. Koletar DPA, CFE FBI Senior
Executive - Retired Anderson Terpening
PLLCPeter C. AndersonPartner Lauer
AssociatesSteve LauerPartner
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May 12, 2011
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May 12, 2011
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May 12, 2011
4
Brief Speaker Bios
Joseph W. Koletar Over twelve years' experience
as an Executive Director, Principal, and Director
in the Fraud and Investigations practices of
Ernst Young LLP and Deloitte Touché LLP.
During this time Dr. Koletar conducted and
managed investigations in retail, manufacturing,
media, hospitality, health care, energy, banking,
financial services, insurance, transportation,
and not-for-profits. Matters addressed included
executive defalcations, conflict of interest,
revenue recognition, court-ordered monitoring of
a business convicted of criminal tax violations,
channel stuffing, sales commission schemes,
payroll and disbursement schemes, Foreign Corrupt
Practices Act, vendor integrity, grey market and
product counterfeiting, anti-money laundering
controls, protection of intellectual property,
due diligence, fraud vulnerability assessments,
compliance testing, and crisis management
preparedness.
Peter C. Anderson  Pete has extensive experience
in federal criminal law, having been a federal
prosecutor in both Charlotte and Washington,
D.C., as well as a defense attorney in various
national law firms since 1996. Apart from his
counseling and trial practice, he is an adjunct
professor at the Charlotte School of Law, and
teaches courses in both Trial Practice and
White-Collar Crime. Pete also frequently writes
and lectures on topics relating to federal
business crimes, corporate compliance planning,
trial advocacy, and sentencing issues. Pete was
also selected by U.S. Senator Hagan (D-NC) as one
of the three finalists whose names were sent to
President Obama for consideration as the U.S.
Attorney for the Western District of North
Carolina. 
May 12, 2011
5
Brief Speaker Bios
Steve Lauer  As Principal of Lauer Associates,
Steven A. Lauer consults with law departments and
law firms on the value of legal service. He
assists them to better align and recalibrate the
cost and value of legal service delivered to
corporations and other business entities.Steve
served as Corporate Counsel for Global Compliance
Services in Charlotte, North Carolina,
specializing in data protection and privacy for
that hotline and compliance services company.
Before that, he served for over two years as
Director of Integrity Research for Integrity
Interactive Corporation, in which capacity he
conducted research, wrote white papers and
otherwise worked with clients and potential
clients of the company on issues related to
corporate ethics and compliance programs. Those
two positions culminated Steves approximately
seven years in the compliance industry. 
May 12, 2011
6
While we cannot eliminate all risk, we can do a
much better job of mitigating it. Internal fraud
risk alone is estimated to cost the average
organization six percent of revenue each year,
regardless of its type or industry. The irony
is that we have many of the tools at our disposal
to mitigate risk, but do not use them
effectively. In this 2-hour, live webcast
organized by The Knowledge Group, a panel of
experts will discuss the most critical issues,
which include 
May 12, 2011
7
- How we think about risk. - Who owns risk? -
The risk mitigation controls we use and why they
can fail. - A false sense of security. - Why
good news may be worse than bad news. - We tend
to protect against outside risk, while a greater
threat may be inside. - How do we improve risk
mitigation strategies, tools, and
techniques? - The consequences of failure.The
presentation will also focus on one of these
consequences, albeit a major one compliance.
Another highlight of this event is a discussion
on the civil, administrative, and even criminal
repercussions that can follow failure to mitigate
risk, which includes financial, litigation,
regulatory, and reputational damages.
May 12, 2011
8
Featured Speakers
May 12, 2011
9
Introduction
Over twelve years' experience as an Executive
Director, Principal, and Director in the Fraud
and Investigations practices of Ernst Young LLP
and Deloitte Touché LLP. During this time Dr.
Koletar conducted and managed investigations in
retail, manufacturing, media, hospitality, health
care, energy, banking, financial services,
insurance, transportation, and not-for-profits.
Matters addressed included executive
defalcations, conflict of interest, revenue
recognition, court-ordered monitoring of a
business convicted of criminal tax violations,
channel stuffing, sales commission schemes,
payroll and disbursement schemes, Foreign Corrupt
Practices Act, vendor integrity, grey market and
product counterfeiting, anti-money laundering
controls, protection of intellectual property,
due diligence, fraud vulnerability assessments,
compliance testing, and crisis management
preparedness.
May 12, 2011
10
Dr. Joseph W. Koletar Author Rethinking Risk
  • How We Think About Risk
  • Good Thing?
  • Bad Thing?
  • Risk In Our Daily Lives
  • Our Morning Routine
  • Risk Mitigation Becomes Invisible

May 12, 2011
11
Dr. Joseph W. Koletar Author Rethinking Risk
  • Who owns risk?
  • Board of Directors
  • Audit Committee
  • C suite executives
  • Middle management
  • Investors
  • Customers
  • Vendors

May 12, 2011
12
Dr. Joseph W. Koletar Author Rethinking Risk
  • Risk Mitigation Controls and Why They Fail
  • Performance Plans
  • Audit
  • Risk Department
  • General Counsel
  • A B C

May 12, 2011
13
Dr. Joseph W. Koletar Author Rethinking Risk
  • A False Sense of Security
  • Good News Versus Bad News
  • Outside Versus Inside Threats

May 12, 2011
14
Dr. Joseph W. Koletar Author Rethinking Risk
  • Getting Better
  • The Consequences of Failure
  • BALANCE!

May 12, 2011
15
Introduction
Pete has extensive experience in federal criminal
law, having been a federal prosecutor in both
Charlotte and Washington, D.C., as well as a
defense attorney in various national law firms
since 1996. Apart from his counseling and trial
practice, he is an adjunct professor at the
Charlotte School of Law, and teaches courses in
both Trial Practice and White-Collar Crime. Pete
also frequently writes and lectures on topics
relating to federal business crimes, corporate
compliance planning, trial advocacy, and
sentencing issues. Pete was also selected by U.S.
Senator Hagan (D-NC) as one of the three
finalists whose names were sent to President
Obama for consideration as the U.S. Attorney for
the Western District of North Carolina. 
May 12, 2011
16
One Former Prosecutors Viewpoint The
Knowledge Group May 12, 2011 Peter Crane
Anderson Anderson Terpening PLLC
May 12, 2011
17
Unique Perspective
  • Recovering Prosecutor
  • Goals in Private Practice
  • Help Clients Sail Through the Prosecutorial
    Storms
  • Teach Lessons Without Slamming Jail Cell Doors
  • Redefine Business Crimes Defense Litigation
    Risk Mgmt.
  • Proactive ? Compliance ? Reduce Risks
  • Reactive ? Defense ? Minimize Harm

May 12, 2011
18
Main Goals of Presentation
  • Recent Enforcement Trends in Business Crimes
  • Share Prosecutors Mindset Perspective
  • A Peak Inside Opponents Playbook
  • Review Relevant Policies/Guidance
  • Practical Suggestions for Effective Compliance
  • Reducing Risks
  • Adding Value

May 12, 2011
19
Telling Statistics _at_ Enforcement
  • New Expanding Enforcement Priorities
  • Regardless of Administration/Party Politics
  • President Bush - Corporate Fraud Task Force
    (2002)
  • 250 corporate fraud convictions within first year
  • President Obama - Financial Fraud Enforcement
    Task Force (Exec. Order 2009)
  • Multi-Agency Involvement
  • Massive Resources

May 12, 2011
20
Typical Assumption . . .
May 12, 2011
21
What Is Basis for that Assumption?
  • We Have Never Been Indicted Before
  • We are Good People Not Criminals.
  • Pure Hope (?) We Have Enough Real Problems
  • Auditing/Monitoring
  • Maintain a Healthy Skepticism
  • Remain Open to Possibility of Criminal Conduct !!

May 12, 2011
22
The Three Certainties in Life . . .
  • Death
  • Taxes
  • Corporate Crises

May 12, 2011
23
Timing of Crisis Management Efforts
May 12, 2011
24
Focus of Effective Compliance
May 12, 2011
25
When a Crisis Erupts . . .
  • Accusers Always Have 20/20 Hindsight
  • Corporate Leaders Must Be Prepared to Answer (
    Document) the Following Questions
  • What did you do to prevent/detect?
  • How could you NOT have known?

May 12, 2011
26
Convergence to Two Major Risks Enforcement
Leverage
  • Low Legal Threshold for Organizational Liability
  • Broad Prosecutorial Discretion

May 12, 2011
27
Low Legal Threshold for Culpability
  • Broad Criminal Liability for Organizations
  • Anytime an employee commits a crime within the
    apparent scope of employment
  • Even if the employee acted directly contrary to
    company policy or instructions

May 12, 2011
28
Broad Prosecutorial Discretion
  • What conduct should be prosecuted?
  • ----- Higher
    Standard
  • Zone of Discretion
  • ----- Low Threshold
  • What conduct can be prosecuted?

May 12, 2011
29
Tremendous Prosecutorial Discretion
Potential Targets Individuals Corporations
Potential Charges Wide Variety of
Substantive Process Crimes
May 12, 2011
30
In View of Two Dangers
  • Goal Understand Influence Prosecutorial
    Discretion
  • Demonstrate Good Corporate Citizenship
  • Avoid Being Perceived by Government As a Bad
    Actor
  • Government Perception is Reality

May 12, 2011
31
How Do You Establish a Compliance Program?
  • Review legal requirements
  • Identify areas of focus
  • Ensure program meets Guidelines requirements
  • Upgrade program where necessary
  • Tailor-Fit Program to Unique Operations

May 12, 2011
32
7 Criteria for EffectiveCorporate Compliance
Plans
  1. Establishing compliance standards and procedures
    that are reasonably capable of reducing the
    prospect of criminal conduct (i.e. written
    company policy statements and policies approved
    by senior management or board)
  2. Assigning overall oversight responsibility to
    specific individuals within high-level positions
    (i.e. centralized compliance activities and a
    compliance officer with authority to monitor)

May 12, 2011
33
7 Criteria for EffectiveCorporate Compliance
Plans
  • 3. Exercising due care not to delegate
    responsibility to individuals who are predisposed
    to illegal activities (accomplished with a
    careful and well-documented screening process for
    key employees)
  • Effectively communicating the program's standards
    and procedures to all employees (i.e. adequate
    employee training)
  • Taking reasonable steps to achieve compliance
    with the standards (i.e. monitoring, auditing,
    establishing best practices benchmarks, etc.)

May 12, 2011
34
7 Criteria for EffectiveCorporate Compliance
Plans
  1. Consistently enforcing the standards through
    appropriate disciplinary mechanisms (i.e.
    disincentives policy, range of disciplinary
    measures including termination, etc.)
  2. Responding appropriately to an offense and
    taking all reasonable steps to prevent similar
    offenses, including any necessary program
    modifications (i.e. authorizing or conducting
    internal investigations)

May 12, 2011
35
Federal Sentencing Guidelines - Criteria for
Effective Programs
  • Size of the organization
  • Formal program for larger companies
  • Nature of the business
  • Highly regulated activities require greater
    effort
  • Prior compliance history
  • Previous problem areas should be addressed
  • Industry standards
  • Must meet or exceed industry standards

May 12, 2011
36
Good Faith Oversight
  • Confirm Procedures Are In Place Used
  • Reporting Misconduct or Violations
  • Documenting Complaints
  • Investigating Complaints / Responding to Red
    Flags
  • Upper Management Reporting Response
  • Enforcing Program
  • Complying with Stated Policies
  • Improving Training (i.e. Self-Correcting)

May 12, 2011
37
Overview of Top Priorities for Board Oversight of
Crisis Management
  • Maintain Open Lines of Communication
  • Internally - Within Corporation
  • Employees / Vendors / Customers Helplines
  • Between Chief Compliance Officer Board
  • Affirmative Reporting Documentation

May 12, 2011
38
A Peak Inside the Governments Playbook
Viewing a Case From the Other Sides
Perspective Thinking Like a Prosecutor
May 12, 2011
39
Sources of Insight/Guidance
  • Principles of Federal Prosecution (General)
  • Factors to Be Considered in Charging
    Corporations
  • Statutory Sentencing Factors (18 U.S.C. 3553)

May 12, 2011
40
Principles of Federal Prosecution of Business
Organizations (Sec. 9-28.300)
  • General Factors To Consider in Charging
  • Nature Seriousness of Offense
  • Pervasiveness of Wrongdoing w/in Corporation
  • Corporations History of Wrongdoing
    (Crim/Civ/Reg)
  • Corporations Timely Voluntary Disclosure
  • Existence Adequacy of Corps Compliance Program
  • Corporations Remedial Actions
  • Collateral Consequences
  • Adequacy of Prosecution of Individuals or Civil
    Actions

May 12, 2011
41
Focus on Compliance Programs
  • Factors in Evaluating a Compliance Program (among
    others)
  • Corporate governance mechanisms to detect and
    prevent misconduct, such as directors oversight
    of compliance.
  • Staff sufficient to audit, document, analyze and
    use the corporations compliance efforts.
  • Employees knowledge of and buy-in regarding
    the compliance program.

May 12, 2011
42
Goal Understand Influence Prosecutorial
Discretion
  • What is Root Cause of Problem ?
  • A Bad Apple (Employee)
  • A Bad Orchard (Organization / Culture)

May 12, 2011
43
Goal Understand Influence Prosecutorial
Discretion
May 12, 2011
44
DOJs Filip Memo (8/28/08)
  • Two Criteria Unique to Board Oversight
  • Do the corporate directors exercise independent
    review over proposed corporate actions, rather
    than unquestionably ratifying recommendations?
  • Have the directors established an information and
    reporting system in the organization that is
    reasonably designed to provide management and
    directors with timely and accurate information
    sufficient to allow them to reach an informed
    decision regarding the organizations compliance
    with the law?

May 12, 2011
45
Earning Your Good Corporate Citizenship Merit
Badge
  • Does your corporation have compliance plans /
    ethics policies?
  • Demonstrated commitment from management?
  • Who is in charge of compliance? Centralized?
    CCO?
  • Do you do sufficient background checks?
  • Training?
  • Anonymous Hotline?

May 12, 2011
46
Earning Your Good Corporate Citizenship Merit
Badge
  • Implementation? Benchmarking?
  • (objective monitoring /audit/enforce)
  • Documentation?
  • Plans to Respond to Incidents?
  • Continual Improvements?

May 12, 2011
47
Pyramid of Possibilities re Compliance Programs
May 12, 2011
48
Reasons for Setting Up A Compliance Program?
  • Fiduciary Duties (as noted)
  • Influence Prosecutors Discretion
  • Argument for not bringing criminal charges (both
    company individuals)
  • Proof of Good Corporate Citizenship Merit Badge
  • If the Prosecutor Wont Listen . . . Perhaps a
    Jury Will
  • Improve corporate image with public, employees,
    and community
  • Increase value of company
  • Provide for efficient management of compliance
    costs
  • Reduce penalties or fines

May 12, 2011
49
Why Does Compliance Really Matter?
  • Penalty Reductions?
  • (Only Part of the Story)
  • Much More Significant
  • Broader Applications
  • Ethical Barometer or Surrogate
  • Better Management

May 12, 2011
50
Key Decision Points Equal Relevance
Degree of Punishment? (Judge)
Investigate ? Indict? (Prosecutor)
Liability? Convict ? (Jury)
What is Organizational Culture? Effective
Compliance?
May 12, 2011
51
Measuring Organizational Culture?
  • What an Organization SAYS?
  • Written Materials?
  • Code of Conduct
  • Plan Procedures
  • What an Organization actually DOES?
  • Measures/Monitors/Records
  • Invests
  • Incentives Punishments Rewards

May 12, 2011
52
A Former Prosecutors Twist on Anonymous Hotlines
  • Resistance Perspectives
  • Justifications/Rationale
  • You want to learn _at_ bad news
  • If they dont call you, they will call someone.
  • Discredit whistle-blower who never called
  • Inconsistent with bad orchard status
  • Willingness to Listen Respond
  • Be Prepared to Document

May 12, 2011
53
A Former Prosecutors Twist on Anonymous Hotlines
  • Dont Assume Low of Calls is a Good Thing
  • No Calls No Problems.
  • Could Mean
  • EEs Are Potentially Unaware
  • Concerns _at_ Retaliation/Anonymity
  • No Real Buy-In By Mgmt.
  • Dont Assume Waste of Time Money !!
  • Value of Such Tools is in What It Conveys _at_
    Commitment
  • NOT merely the Information Conveyed / Received

May 12, 2011
54
A Former Prosecutors Twist on Background Checks
  • Dont Assume No Need . . . Based on
  • Nice Appearance
  • Very Professional Demeanor
  • Great Pedigree
  • Strong References
  • Myth Waste of Money Due to Low of Hits
  • The Real Value The Checking.
  • Willingness to Look Document.
  • What Does that Say About the Corporate Culture.

May 12, 2011
55
Establishing a Proactive Attitude About Compliance
  • Vigorous and visible management support
  • Compliance made a part of doing business
  • Consistent communication and diligent
    implementation
  • Targeted at high risk areas
  • Empowered employees supported by standards and
    training

May 12, 2011
56
On-Going Debate ROI for Effective Programs
  • Traditional View
  • Cost Center (vs. Revenue Center)
  • Limited Value Added
  • On-going Studies/Research
  • Recent Announcements Public Filings
  • Costs of Enforcement/Defense/Fines
  • 25 decline

May 12, 2011
57
On-Going Debate ROI for Effective Programs
  • Recommendations to DOJ
  • Go Beyond Mere Guidance Policies
  • Document Report Sanitized Declinations Based
    Upon Effective Compliance/Ethics Programs
  • The Carrot

May 12, 2011
58
Near Irreparable Harms From Criminal
Investigation/Conviction
  • Mandatory Jail Time for Executives
  • Massive Criminal Fines
  • Corporate Probation Monitoring ()
  • Low Employee Morale
  • Adverse Impacts on Shareholders Customers
  • Horrible Publicity
  • Devaluation of Company
  • Degraded Reputation
  • Increased Regulatory Scrutiny in Future

May 12, 2011
59
On-Going Debate ROI for Effective Programs
  • Reflections from Prosecutorial Days
  • Peek Behind the Curtain Near Miss/
  • Sustainability
  • Strengthens the brand, and customer loyalty
  • Enhances financial performance, and shareholder
    value

May 12, 2011
60
Any Questions?
Peter Anderson Anderson Terpening
PLLC Office704.372.7370 Cell
704.756.8800 pa_at_HouseofDefense.com www.houseofde
fense.com
May 12, 2011
61
Introduction
As Principal of Lauer Associates, Steven A.
Lauer consults with law departments and law firms
on the value of legal service. He assists them to
better align and recalibrate the cost and value
of legal service delivered to corporations and
other business entities.Steve served as
Corporate Counsel for Global Compliance Services
in Charlotte, North Carolina, specializing in
data protection and privacy for that hotline and
compliance services company. Before that, he
served for over two years as Director of
Integrity Research for Integrity Interactive
Corporation, in which capacity he conducted
research, wrote white papers and otherwise worked
with clients and potential clients of the company
on issues related to corporate ethics and
compliance programs. Those two positions
culminated Steves approximately seven years in
the compliance industry. 
May 12, 2011
62
The Business Judgment Rulevs.The Sentencing
Guidelines Uneasy Bedfellows or Intractable
Foes?
May 12, 2011
63
The Business Judgment Rule
  • Directors have a duty of attention or care in
    connection with their oversight of corporate
    management.
  • Directors represent and owe responsibility
    directly to shareholders.
  • Directors should understand generally the risks
    inherent in the business or unique to the company
    (including fraud-related risk).
  • The business judgment rule is a judicially
    created protection for directors of corporations,
    insulating from review decisions by directors
    made in good faith in the course of managing the
    company.

May 12, 2011
64
Recent Judicial Decisions
  • In re Caremark International (1996) directors
    sued for breach of duty of attention on account
    of companys payment of significant fines due to
    violation of Medicare/Medicaid reimbursement
    statutes.
  • the Board was to some extent unaware of the
    activities that led to liability though the
    company had a functioning corporate information
    system designed to detect criminal conduct.
  • The court cited approvingly the Sentencing
    Guidelines for Organizational Defendants

May 12, 2011
65
The Sentencing Guidelines
  • Sentencing Guidelines for Organizational
    Defendants issued in 1991 and revised in 2004.
  • One element of an effective compliance and
    ethics program is a hotline or similar means by
    which individuals can report actual or suspected
    fraud or criminal activity.
  • Guidelines indicate that the board shall be
    knowledgeable about the content and operation of
    the compliance and ethics program and shall
    exercise reasonable oversight of that program.

May 12, 2011
66
Director Ignorance
  • In Caremark, because the directors claimed that
    they were unaware of the criminal activity and
    had no reason so suspect its occurrence, the
    court applied the business judgment rule and
    found them not liable.
  • Under the Guidelines, directors should receive
    reports of actual compliance history whether or
    not they suspect any wrongdoing.

May 12, 2011
67
Sarbanes-Oxley
  • The Sarbanes-Oxley Act includes a directive that
    directors of public corporations establish
    procedures for the receipt and treatment of
    complaints regarding accounting, internal
    accounting controls, or auditing matters.
  • This establishes a channel by which the directors
    should receive reports of illegal conduct more
    quickly than previously.
  • This parallels the requirement in the Sentencing
    Guidelines for a mechanism for reporting actual
    or suspected criminal activity

May 12, 2011
68
Prosecutors views
United States Department of Justice expects
corporate directors will establish an
information and reporting system reasonably
designed to provide management and directors with
timely and accurate information sufficient to
allow them to reach an informed decision
regarding the organizations compliance with the
law.
May 12, 2011
69
Steve A. Lauer
  • Expert in role of lawyers in compliance
  • Former in-house lawyer (privacy/data protection
    environmental law lit. mgt.)
  • Consultant to law departments/firms on value
  • Speaker
  • Author of The Value-Able Law Department and
    Managing Your Relationship with External Counsel
    and dozens of articles.

May 12, 2011
70
Contact Information
Steve A. LauerLauer Associates973-207-3741sl
auer_at_carolina.rr.comwww.thevalue-ablelawyer.com
May 12, 2011
71
QA
May 12, 2011
72
Notes
May 12, 2011
73
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May 12, 2011
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