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Developing and
Implementing an
Effective Antitrust
Compliance Program
January 23, 2015
Taipei, Taiwan
Chris Neumeyer
chrisneumeyer@asialaw.biz
Hypothetical Scenario
Your company and a competitor will bid for a project at
an upcoming customer auction. On the street, you run
into an employee of the competitor who wants to discuss
mutually beneficial strategies for bidding at the event.
What should you do?
a. Listen to what he says, but say nothing in return.
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Antitrust Obligations
Common Violations
Bid-Rigging: Agreement with competitors to
manipulate bidding, giving illusion of competition.
Price-Fixing: Agreement with competitors to charge
same prices, same rates, limit production, etc.
Price Signaling: Public statements about prices
intended to influence competitors pricing.
Customer Allocation: Agreement with competitors
to divide customers, markets, or territories.
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US Criminal Fines
US Prison Sentences
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US Prison Sentences
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$109 million
Six dairy
producers
including
Danone and
Mead Johnson
$40 million
Audi
$5 million
Chrysler
2014
2013
$57 million
Six LCD manufacturers
including Innolux and
Chunghwa Picture
Tubes
$200 million
Auto part
manufacturers
including Yazaki and
Sumitomo
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Minimizing Penalties
Amnesty: The first member of a cartel may avoid
prosecution if it admits fault and cooperates in the
prosecution of others. (True in US and Taiwan).
Leniency: The US Sentencing Commission issued
guidelines recommending lenient sentencing if a
company has an effective program that...
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Case Studies
AU Optronics (2012)
A US court found AUO guilty of one count of pricefixing, fined it US$500 million and ordered it to
implement an effective ethics & compliance program.
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Benefits of Compliance
Increase awareness of unacceptable conduct.
Prevent violations from occurring.
Detect and resolve problems early.
Potential amnesty or reduced penalties.
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US Sentencing Guidelines
Minimum requirements for effective program:
1. Clear standards and procedures.
2. Board oversees program, supported by high-level
management and sufficient resources.
3. Exclude employees known to commit violations.
4. Effective trainings and communication of standards.
5. Monitor/audit to detect violations & effectiveness.
6. Promote program through incentives and discipline.
7. Respond appropriately if violation detected.
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Phase II
Assessment,
Commitment
& Approval
Assess Risks
Obtain Top-Level
Commitment
Board Resolution
Laying the
Foundation
Phase III
Rolling Out
the Program
Phase IV
Reporting,
Responding
& Refining
Assign Suitable
Management
Communicate
Standards
Internal Reporting
System
Establish Clear
Standards &
Procedures
Launch Trainings
Respond to
Concerns
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Communicate Standards
Treat program launch as marketing event.
CEO announcements in meetings, emails, etc.
Compliance awareness days, contests, prizes, etc.
Dedicated compliance page at company website.
Eye-catching posters stating real-life issues, company
policies, CECO contact details, website URL, etc.
Ethics & compliance column in company newsletter.
Wallet cards, mugs, pens, memo pads, etc.
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Trainings Logistics
Require trainings for all, especially new employees.
Further training for high-risk (sales) or promotion.
CEO attends first training, records video message
to play at subsequent trainings.
Employees must sign in, so theres training record.
Not abstract laws or policies: train them to identify
concerns in real situations and respond properly.
Purchase training materials, or develop in-house.
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Trainings Methodology
Online, face-to-face, or combination.
Preferably learner-centered, performance-based.
Training, not teaching: small groups, interactive,
quizzes, discussion, role-playing, etc.
Encourage them to provide questions, examples,
discussion, suggestions, solutions, information.
Tap into their experiences: how can they apply this?
Pay attention, as they may indicate potential issues.
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Incentives (carrots)
Include ethics/compliance in employee evaluations.
Ethics/compliance counts in recruiting/promotion.
Public or private recognition from CEO or CECO for
person or business group that shows leadership, etc.
Special parking space, bonus, etc., for good deeds.
BUT, rewards may be controversial, as some may
feel acting ethically/legally is just doing your job.
And, incentive based on absence of incidents may
mean rewarding for failure to report.
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Discipline (sticks)
for failure to attend training or violating policy.
Formal or informal warning & attend training.
Demotion or non-promotion & attend training.
Forfeit bonus, stock options, benefits, etc..
Dismissal with or without notice.
BUT, must announce clearly to all in advance.
And, must apply evenly to all, regardless of seniority.
And, evaluate if acted in GF, or approved by superior.
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Respond to Concerns
Promptly investigate potential violation. Whistleblower
confidentiality and non-retaliation must be guaranteed.
CECO may interview staff and/or request documents.
May require legal assessment v. forensic investigation.
Outside counsel may assist w. investigation/strategy.
CECO reports regularly to Sr. Management and Board.
Potential issues: who to interview, how to interview,
formulating legal defense, whether to report to govt.,
whether to discipline, how to document investigation,
preserving confidentiality/legal privilege, etc.
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Hypothetical Scenario
Your company and a competitor will bid for a project at
an upcoming customer auction. On the street, you run
into an employee of the competitor who wants to discuss
mutually beneficial strategies for bidding at the event.
What should you do?
a. Listen to what he says, but say nothing in return.
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The Goal
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Thank You
Chris Neumeyer
chrisneumeyer@asialaw.biz
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Christopher M. Neumeyer
Asia Law Foreign Legal Affairs Law Firm
17F, Suite B, No. 167
Dunhua North Road
Taipei 10549, Taiwan
Phone: +886-2-2717-1999
Website: www.asialaw.biz
E-mail: chrisneumeyer@asialaw.biz
Chris Neumeyer is Managing Partner of Asia Law, an international law firm based in Taipei.
He has represented global companies in Taiwan since 2000, including as counsel with Texas
Instruments and Legal Director at Lite-On Technology Corporation, where he was employed
for almost seven years.
Before that, he worked as a trial lawyer in California since 1991, handling all phases of
litigation, from pleadings and discovery through trials and appeal.
Chris has extensive experience negotiating and drafting patent licensing and other complex
agreements; leading mergers, acquisitions and investments; resolving cross-border disputes
and litigation; and assisting with the development, manufacturing, sales, distribution and
licensing of diverse products and intellectual property.
He has resolved over 100 patent licensing disputes, led more than $600 million in corporate
transactions, and negotiated countless commercial and corporate agreements with top-tier
companies such as Apple, Dell, Hewlett-Packard, Intel, Nokia and Samsung.
Chris has defended Taiwan companies, as counsel of record, in multiple US antitrust lawsuits,
including drafting motions, defending depositions and providing strategic advice with
respect to litigation and compliance.
He also delivers corporate trainings to participants from diverse industries on subjects
including negotiation skills, contract drafting, patent licensing and regulatory compliance.
Past training sessions were located in the US, Taiwan, Thailand, Singapore, China and Dubai.
Please write to chrisneumeyer@asialaw.biz if you have any questions or require assistance.