Last week, Mark Dunn, the due diligence segment leader for Risk and Compliance at LexisNexis, offered his insights during an ISM Webinar entitled “Mitigating Risks and Impact of Sanctions Regimes on Your Supply Chain.” It’s a growing area of concern, but as Kelly Barner noted in the Buyers Meeting Point blog, the risks “… are outside of the norm for most supply chain and procurement professionals: money laundering, bribery, corruption and diplomatic or economic sanctions.” Yet, as organizations – and their supplier networks – become more global, these considerations pose a tremendous financial and reputational threat.
You hear about sanctions in the news quite often. Just in the last few weeks, in fact, sanctions against Cuba and Iran have dominated headlines as the current U.S. administration considers easing its regulations in the light of changing relationships with these countries. The list of sanctions regimes, however is much longer and more complicated than just these two nations.
Governments publish lists of sanctions, which adds to the complexity of managing risk because you must verify against fragmented sources of information including U.N Security Council Sanctions Committees, the U.S. Office of Foreign Assets Control (OFAC), the European Union’s Common Foreign and Security Policy (CFSP), and the U.K. HM Treasury. OFAC alone has 28 sanctions programs covering everything from rough diamond trade and cyber-related sanctions to sanctions in response to on-going conflicts around the world. How can you ensure that your organization – and the suppliers you rely on – rigorously adhere to sanctions?
During the Webinar, Mark pointed out that while financial services organizations have been the primary target of enforcement actions, agencies like the U.S. Department of Justice (DOJ) are stepping up their actions against corporate entities.
The cost goes beyond fines. Most deferred prosecution agreements (DPAs) and non-prosecution agreements (NPAs) come with other costly strings attached-from probation, restrictions on operations in certain countries, more rigorous regulatory compliance reporting and independent audits for sanctions compliance. Plus, organizations face untold reputational damage.
Are you ready to manage supplier risk wherever it may occur?
The relationship between social injustice—and those who turn a blind eye to it—has been recognized by great minds across the ages. “Your silence is consent,” said Plato 24 centuries ago. “He who does not oppose evil, commands it to be done,” said Leonardo Da Vinci 19 centuries later.
In comparatively modern times, those who have made similar statements include Albert Einstein: “The world is a dangerous place, not because of those who do evil, but because of those who look on and do nothing.” And Desmond Tutu: “If you are neutral in situations of injustice, you have chosen the side of the oppressor.”
Obviously, the fight for social justice never ends. But it has changed. It is now a global issue, inseparable from international trade, the global economy, and the displacement and movement of vast numbers of people all over the world. Nothing reflects this more than the United Nations World Day of Social Justice, which has been observed on February 20 each year since 2009. This year’s theme is Workers on the Move: The Quest for Social Justice.“Social justice is an underlying principle for peaceful and prosperous coexistence within and among nations,” says the UN. “We uphold the principles of social justice when we promote gender equality or the rights of indigenous peoples and migrants. We advance social justice when we remove barriers that people face because of gender, age, race, ethnicity, religion, culture or disability.”
Explaining this year’s theme, the UN says: “Most migration today is linked directly or indirectly to the search for decent work opportunities.” Calculations put the number of international migrants at 258 million international migrants, and the International Labor Organisation (ILO) estimates close to 150 million migrant workers. The ILO notes, “In today’s globalized economy, workers are increasingly looking for job opportunities beyond their home country, in search of decent work and better livelihoods.” While appropriately regulated employment agencies are instrumental in matching available jobs with suitably qualified workers, the ILO says that low-skilled migrant workers, in particular, are vulnerable to unethical business practices. The UN says reported abuses involve one or more of the following: deception about the nature and conditions of work; retention of passports; illegal wage deductions; debt bondage linked to repayment of recruitment fees; and threats if workers want to leave their employers, coupled with fears of subsequent expulsion from a country. Such abusive practices are tantamount to modern slavery—and corporate social responsibility (CSR) plays an important role in eradicating human trafficking and forced labor. Drawing on its research from 2016, the UN estimates that 25 million people around the world (migrants and others) are in forced labor, and a quarter of these victims of modern slavery are children.
While indicating the scale of social injustice, and the urgency needed in combating it, such figures also emphasize the reputational, regulatory, financial, and strategic risks that companies face if they fail to be vigilant in ensuring their supply chains are free from modern slavery and other exploitative practices. In today’s world of global media, and especially the potentially viral sphere of social media, every company and organisation needs to be mindful that avoiding association with unscrupulous and criminal operators who use such practices is always preferable to damage control after its eventuation.
On February 20, companies might also like to reflect on how their avoidance of contributing to social injustice—and even better, how taking proactive measures to contribute to its elimination—fall under the broader umbrella of corporate social responsibility. Largely self-regulated, and perhaps more expressly defined by its alternative descriptions as ethical business, responsible business, corporate citizenship and corporate conscience, it encompasses everything from ethics training for staff and the promotion of ethical consumerism, to socially responsible investing and the reduction of environmental impacts. You don’t need to be a number-cruncher to recognize the value of brand integrity and differentiation; human resources factors such as recruitment, morale and retention; and the economies of comprehensive CSR and social justice-related risk management.
Next steps to take
1) Learn more about current and upcoming modern slavery laws around the world.
2) Share this blog with your colleagues on LinkedIn to spread awareness of UN World Day of Social Justice.
3) Explore how LexisNexis® due diligence and monitoring technology empower corporate social responsibility efforts.
While the United States and other world powers have lifted oil and financial sanctions on Iran, several states continue to adhere to their own bans on investing or doing business with companies with ties to the country.
Although international inspectors determined in January that Iran has curtailed its nuclear program, it appears unlikely there will be any significant move toward backing away from those state-imposed sanctions. Rhetoric surrounding the issue in fact suggests the opposite - that more states may consider enacting new sanctions as a show of objection to the international agreement.
More than 20 states have laws preventing state pension funds from investing in companies that do business with at least some part of the Iranian economy. A few others have institutional policies in place that also prevent such investments, according to the advocacy group United Against Nuclear Iran (UANI), which pushes for the divestment laws, and the National Foreign Trade Council (NFTC), which opposes them. And more than 10 states either prohibit state government agencies, local government agencies or both from contracting with companies that trade with Iran.
Congress has sanctioned those laws since passage of the 2010 Comprehensive Iran Sanctions, Accountability, and Divestment Act. U.S. law had imposed some sanctions on Iran since the 1980s, including prohibitions against American oil companies working there, and limiting loans to Iranian companies by U.S. banks. The 2010 law additionally prohibited large investments in Iran’s petroleum industry, and other international sanctions banned the purchasing of Iranian oil, which would normally be the nation’s biggest export.
The lifting of sanctions in January re-opens the global market to Iranian oil, and frees up billions of dollars in Iranian money that had been frozen in international accounts. The agreement also lifts restrictions on Iranian shipping, and allows international banks to renew ties with Iranian banks.
The deal further discourages state and local governments from measures that are inconsistent with the new U.S. policy toward Iran, though as U.S. Secretary of State John Kerry (D)told a congressional committee last July it doesn’t prevent the states from keeping or imposing their own sanctions.
“But we would urge those states, if Iran is fully complying with this agreement, we will take steps to urge them not to interfere with that,” Kerry told the House Foreign Affairs Committee.
In at least two states, the federal government may get its wish. There had been bills filed in Wisconsin and Tennessee, two states currently without sanction measures in place, seeking to require pension fund divestment. But the Wisconsin bill appears unlikely to pass while the Tennessee measure is being withdrawn.
In contrast, at least one state that doesn’t already have such sanctions, Virginia, currently has legislation under consideration that would prohibit the Virginia Retirement System from investing in companies with “current substantial business operations in Iran,” and requiring the system to divest from any current holdings in such companies.
None of the 20-plus states with laws on the books currently has a measure to repeal the prohibitions. Sanctions opponents at the National Foreign Trade Council say it is unlikely any states will vote to repeal them.
“The politics of this issue run strongly in the opposite direction,” said council vice president J. Dan O’Flaherty.
Resolutions were passed in both the U.S. Senate and House in December expressing support for any states that continue to sanction companies that work in or trade with Iran. And at least one presidential candidate, Sen. Ted Cruz (R-Texas), has encouraged states to keep or impose new sanctions. And just last week, U.S. Rep. Ron DeSantis (R-Florida) introduced the “State Sanctions Against Iranian Terrorism Act,” spelling out that the state laws aren’t pre-empted by the agreement, or “any federal law.”
Much of the support for the state laws is rooted in opposition to the nuclear deal.
“Most state legislatures are Republican and seem to oppose the Iran deal and the president’s move,” noted Matan Shamir, executive director of United Against Nuclear Iran, which was behind model legislation to prohibit state dealings with companies with Iranian ties.
Wisconsin Rep. Dale Kooyenga (R) said Iran backed the terrorists that tried to kill him and other American soldiers when he was serving in Iraq.
“I don’t think their intent has changed,” Kooyenga said. “It’s to sew chaos in the region and around the world. “This bill is also about sending a clear message that Wisconsin believes (the Iran nuclear agreement) is a grave mistake.”
He added that he’s working to make his bill applicable only to companies that might help Iran develop nuclear or other weapons.
“It’s not our intention to block Coca-Cola,” he said, noting, “they sell Coke in Iran.” But Kooyenga also acknowledged that with time running out on Wisconsin’s session, the measure may not have enough interest to pass.
In Tennessee, Rep. Judd Matheny (R), who filed legislation last year to require divestment there, said through a spokeswoman that he was pulling the bill from consideration, but didn’t offer a reason.
Florida was one of the pioneering states in sanctions against Iran, passing its law in 2007. Florida prohibits pension fund investments, but also has a ban on state contracting with companies, most of them large multinationals, that do business in Iran.
Florida shouldn’t back off, says Jeff Atwater the state’s elected state Chief Financial Officer and one of four trustees of the state pension fund.
“A state can invest funds — or not invest funds — where it chooses,” Atwater wrote in a statement late last year after the nuclear deal was reached. “Absent a treaty, which the ... federal Iran deal is not, the federal government cannot force states to do business, either directly or indirectly, with regimes that fund terrorism and systematically abuse human rights.”
Atwater, a former Florida Senate president, supported Florida’s divestment bill when it passed, and points out it has a provision allowing Congress or the President of the United States to void the state’s divestment law.
“At the time of enactment, this seemed prudent,” Atwater wrote. “But at that time, we could not have dreamed that our country’s leadership would enter into an agreement at odds with the sentiments of most Americans and engage with a state that openly sponsors terror, holds American hostages, threatens the stability of an entire region, seeks to eradicate Israel from the face of the earth, and whose leaders presently call for ‘Death to America.’”
California, where the nation’s two largest pension funds, the state’s employee and teachers’ funds, have been prohibited since 2007 from investing in companies that do business with Iran, also appears poised to remain divested.
Sen. Joel Anderson (R), who sponsored the bill that required divestment, said late last year that nothing was changing.
“I am happy to report that both CalPERS and CalSTRS confirmed that no change to the current ban and investment strategy put in place by AB 221 is contemplated or justified in light of recent events,” Anderson, who represents parts of the San Diego area, said in a statement. “California will continue to refuse to invest in Iran.”
There isn’t a comprehensive accounting of how much pension funds have divested from companies doing business with Iran - though Florida, which is thought to have divested the most, reported at the end of last year that its law resulted in the divestment of more than $1.3 billion from companies affected by its law. Most of those companies are on Florida’s list for doing business in Iran, though some are on the list because they do business in Sudan, which, like Iran, is considered by the United States as a state sponsor of terrorism.
In 2011, the nation’s largest public pension fund, the California Public Employees’ Retirement System, or CalPERS, announced it was selling about $160 million in stock in companies doing business either in Iran or Sudan.
At least one major multinational has ended business in Iran because of one of the laws. Swiss engineering firm ABB stopped working in the Iranian oil and gas business, at least in part because of California’s refusal to contract with the company because of its law.
UANI’s Shamir said that regardless of the new nuclear deal, Iran should still be sanctioned. “They are still a state sponsor of terrorism,” he said.
That is legally part of the consideration in some states. The Florida and California laws, for example, are both based on Iran’s presence on a U.S. State Department list of “State Sponsors of Terrorism.” Iran has been on the list since 1984.
The NFTC’s O’Flaherty said that, as much as anything, may keep the measures in place.
“A lot of these bills are contingent on Iran being removed from the state-sponsored terrorism list, and that ain’t gonna happen,” O’Flaherty said.
The NFTC has opposed both divestment and contracting laws. The council argues to states that contracting bans, in particular, were determined to be unconstitutional by the U.S. Supreme Court ruling in Crosby v. National Foreign Trade Council, which challenged Massachusetts’ prohibition on contracting with companies doing business with Myanmar.
When states take up procurement or contracting bills, “We write them and we say, ‘Hey, this bill is unconstitutional,” said O’Flaherty. “They don’t give a damn.”
With no Supreme Court case on the divestment laws, it’s more ambiguous. And complicating matters is the 2010 federal sanctions law, which says specifically that states may enact contracting and divestment laws.
Shamir said it doesn’t seem likely that the federal government would go beyond the “urging” that Kerry mentioned, and actually move to pre-empt any of the state laws.
“That would be a political hot potato,” Shamir said. “It would create such a big fight, there’d be so much push back from the states, and from Congress as well.”
-- By SNCJ Correspondent David Royse
The pharmaceutical industry has been impacted by globalization more than most. Where there was traditionally a significant difference between the levels of healthcare and well-being between the developed and developing worlds, there has been rapid and complex change.
With an increased demand for cures to all manner of illnesses, management of an increasingly elderly global population and the development of a stream of new genetic techniques, there can be few industries facing so many shifting sands of change.
At the same time, demand for lower cost drugs is limiting the time between research and mass adoption, reducing the time available for research, development and testing. Globalization is also seeing an increasing number of mergers and acquisitions as well as a more complex, global supply chain for pharmaceutical companies.
The sheer number of issues faced by due-diligence professionals in the pharmaceutical industry is vast: from pricing to research; supply chain management to ethical marketing; patient safety to clinical trial management, there are so many potential risks to pharmaceutical companies, both from a reputational perspective and from a regulatory one.
Such issues can impact both on reputation and the bottom line. In 2012, the EU’s highest court upheld a fine against AstraZeneca for blocking the entry of cheaper rivals to its ulcer drug Losec. The fine was $52.5 million.
All of this points to the need for the highest possible level of scrutiny when it comes to due diligence. If the industry moves rapidly, so compliance professionals and corporate officers need to move quicker still to remain on top of significant corporate risk.
Paying lip service to due-diligence matters will not cut it in this environment. In a complex environment where there may be multiple global joint ventures taking place, sales people operating across the world and products being sourced from dozens of different countries, a proactive, comprehensive and ongoing compliance and due-diligence activity is required.
With so much information available for free or at low cost online, it is tempting for pharmaceutical companies to rely on publically-available information to check third-party partners, distributors and suppliers. In fact this is as good as useless. Unless compliance officers can be sure of the source of information, it cannot be relied on. Databases that provide access to checklists are only as effective as the regularity with which they are updated.
Very few names are unique, so it can also be difficult to know with certainty that an individual or company is the entity with which you are working. Databases that throw up any possible matches are only useful up to a point where manual intervention needs to take place. Pharmaceutical companies with hundreds of customers may have to plough through thousands of potential matches, with little idea of which are correct—an extremely onerous manual task.
LexisNexis uses a complex cross-referencing process to ensure the reduction of false positives and to reduce the number of matches to a far more manageable number, enabling due-diligence personnel to focus on policy and implementation rather than laborious and repetitive tasks.
In other industries, the ability to demonstrate an effective due-diligence process that has been outlined, followed and carefully cataloged has acted as mitigation to companies facing issues with third-party suppliers or partners. The very act of carrying out a thorough and effective due-diligence process has counted in the company’s favor.
There have never been more reasons for pharmaceutical companies to turbo charge due-diligence practice. The complexity of the modern supply and customer chain, combined with the increasing volume of regulation and fines being issued, presents perhaps the most critical risk to pharmaceutical companies today. LexisNexis can help you to ensure that you have an effective and meaningful due-diligence program, even for the most complex companies’ circumstances.

This article was written by senior business analyst, Lean Six Sigma Green Belt Johann Lohrmann, learn more about the author after below.
Your boss doesn't want to see all your research. But, if he asks you'd better be ready.
Information isn't research. Yes, research is informative. But, good research answers a particular need or problem.
There's a danger in conducting bad research. Research without a purpose gives you false information. You’ll base decisions on incorrect or irrelevant information. Part of the problem is that you won’t know your information is bad.
Imagine your next-door neighbor decides to add a new room addition to his new house. He’s a wing it kind of guy. He doesn't feel the need to follow a blueprint. What do you think the result will be? Do you think this will be a solid addition?
Here’s a formula for answering the “why” you’re conducting the research.
As a _____ I want to ____ by researching _____ so that I can _____.
As a business analyst I want to solve the marketing department’s best practices question by researching news articles, whitepapers, and current trends so that I can present a list of best practices to the marketing director.
See the breakdown of this formula in the Research With a Purpose worksheet.
Research by itself won’t help you. Your goal with research is to inform and to act on that information. Here's what you want to do in order to conduct solid and action-oriented research:
One way to do this is to map your solutions to the problem in a spreadsheet.
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Problem |
Research Findings |
Actionable Solutions |
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Fill out the columns. You'll present the findings in the third column to your boss. Be patient. Don't worry if you don't find the solution the first time. Keep digging. Be persistent.
Johann Lohrmann is a senior business analyst for an international parking solutions company based in Atlanta, GA. His background includes creating digital and media strategies for startups and marketing teams, improving media related work processes, and developing marketing outreach programs for marketing agencies and their clients. He has a BA in Communications from Ashford University and a Lean Six Sigma Green Belt from Purdue University.