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President Signs Bill Providing for a Federal Trade Secret Cause of Action

Posted: May 23rd, 2016

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On May 11, 2016, President Obama signed into law the Defend Trade Secrets Act of 2016 (“DTSA”), long-proposed legislation that establishes a federal trade secrets law.  Now companies seeking civil remedies for misappropriation of their trade secrets can bring their claim in federal court and obtain other remedies such as seizure orders and injunctive relief.

Prior to the DTSA, plaintiffs had to resort to state courts to bring their trade secret claims, which often led to inconsistent results as states have their own interpretations of key issues including damages, what constitutes “reasonable measures” to secure secrecy, and even the statute of limitations.  The DTSA attempts to harmonize state laws by creating a single framework for trade secret misappropriation lawsuits.  Its passage puts trade secrets on the same level as patents, copyrights, and trademarks and will likely lead to more uniformity and predictability in applicable standards.

In addition to creating a clear path to enforce trade secret rights in federal court, the legislation details the procedures for obtaining civil seizure orders, injunctive relief, and damages for trade secret misappropriation and unjust enrichment where the trade secret “is related to a product or service used in, or intended for use in, interstate or foreign commerce.”

As most companies maintaining trade secrets know, owners must remain diligent in ensuring that their trade secret is not improperly disseminated.   Under the new legislation, seizure orders will be available under extraordinary circumstances to prevent the dissemination of the trade secret.  In particular, a seizure order would require a showing of irreparable injury and likely success in proving (1) that the information is a trade secret, and (2) that the person named misappropriated the information or conspired to do so “by improper means.”  The statute defines “improper means” to include theft and misrepresentation, but the definition expressly excludes reverse engineering, independent derivation, or other lawful means of acquisition.  The new statute also permits injunctive relief for actual or threatened misappropriation, which will allow companies to be proactive in safeguarding their trade secrets if there is a threat.

The statute also provides for the remedy of actual and unjust enrichment damages.  However, in lieu of other damages, a company can elect to obtain a reasonable royalty for the unauthorized disclosure or use of the trade secret.  In the case of willful violations, it permits exemplary damages in an amount up to two times the amount of damages otherwise awarded.

On the flip side, for any company or anyone wrongfully accused of misappropriation, the statute permits attorneys’ fees for bad faith claims of misappropriation, and includes a provision that allows a company or person damaged by a wrongful or excessive seizure to have a cause of action against the applicant.

Finally, the statute includes a new whistleblower provision of which companies must advise their employees.  The statute grants immunity to whistleblowers who disclose a trade secret to a government official or an attorney solely for the purpose of reporting or investigating a suspected violation of the law.  Companies now need to provide the notice of immunity to any employee or independent contractor in a contract or agreement that governs the use of trade secret or other confidential information.  Its failure to do so will constitute a waiver of some of the statute’s benefits, including exemplary damages and attorneys’ fees otherwise available to the company.

The recent passage of the DTSA provides owners of trade secrets with further remedies against misappropriation.  In addition to being able to bring their claim in federal court, there are other remedies such as seizure orders, injunctive relief, and attorneys’ fees for bad faith claims.  However, employers should ensure compliance with the notice requirements in the whistle blower provisions of the DTSA so they do not forfeit some of the statute’s benefits.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

June 27 Deadline for Carbon Monoxide Compliance

Posted: May 23rd, 2016

Commercial property owners, landlords, and tenants should be aware that compliance with New York State’s new carbon monoxide detector law must be satisfied by June 27, 2016.  The law requires that all commercial buildings with a carbon monoxide source be equipped with carbon monoxide detection.[1]  Carbon monoxide sources include furnaces, boilers, heaters, stoves, and fireplaces that may emit carbon monoxide.  The requirements also apply to commercial buildings attached to a garage or other motor-vehicle related occupancy.

Generally, each story of the building must have a centrally located carbon monoxide detector.  In those buildings with more than 10,000 square feet per floor, detection is required in a central location as well as additional areas so that no point is more than 100 feet from detection.   The location of the detector may also depend on the location of the carbon monoxide source.

Carbon monoxide detection for buildings constructed before December 31, 2015 may either be hardwired to the building’s power supply or powered by a 10-year battery; in those buildings constructed after December 31, 2015, the detectors must be hardwired.  Landlords and building owners also have the option to install a carbon monoxide detection system that has an off-premises signal transmission.  Detectors that plug into a power outlet or combination carbon monoxide/smoke alarms will not satisfy the requirements of the law.  Noncompliance can carry civil, criminal, or administrative penalties imposed by local governments and agencies.

Commercial tenants are advised to review their lease agreements, as landlords may be able to flow down the cost of installation to tenants as “operating costs” if supported by the lease.   If you have any questions regarding compliance with the law or determining responsibility for compliance under a lease agreement, please contact us.

Please also see our Labor & Employment blog post about employer obligations regarding the new law.

[1] The law provides a narrow exception for buildings used entirely for storage.

Hiring Tips from the Trenches

Posted: May 23rd, 2016

By: Joe Campolo, Esq. email

Published In: IMA Newsletter

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As business owners, executives, and HR managers, we’ve all been there: a new employee who seemed so promising just doesn’t work out.  The person may have the relevant work experience but doesn’t seem to understand how to prioritize her responsibilities.  Or perhaps the person is an all-star at the job, but isn’t getting along with other employees.   Maybe you can’t even tell if the person would be good at the job because he spends the whole day texting in his office.

I’ve done a lot of hiring over the years – what started as a firm of two lawyers less than 10 years ago has grown to 30 lawyers and over a dozen staff members.  During that time, I’ve tried many approaches to the hiring process.  Here, I share hiring tips and the best practices I follow when we add someone to our team, no matter what the position.Hiring Tips Joe Campolo

  1. Define the job before filling it. If your idea of a good time is wading through resumes from anyone with an Internet connection, I recommend posting an ad saying “experienced paralegal wanted.”  If you’d prefer to efficiently find the right person for the job, it’s crucial to spend some time beforehand writing out the specifics of the position.  Will the paralegal be filing motions electronically?  Conducting legal research?  Reviewing client documents?  Say so in the ad.  Not only will the candidate have the information needed to evaluate the position, but you’ll be introducing the candidate to your company and your needs from the outset.  This doesn’t mean that a position can’t evolve over time, but the more information a candidate has when applying, the better.
  1. Introduce strong candidates to key staff members. Hiring decisions shouldn’t be made in a vacuum.  Giving candidates time with employees other than the owner or hiring manager gives them the opportunity to more freely ask questions about the job and assess the company culture for themselves.  For me, it’s also helpful to have my staff’s perspective, especially if they will be working closely with the successful candidate.
  1. Establish and share a timeline for the hiring process. Since applying for my first job at McDonald’s, I’ve submitted countless resumes and have gone on more interviews than I can count.  While rejection always stung, I harbored no negative feelings about those companies that treated me with respect.  Telling candidates when to expect a decision (and notifying them if they did not get the job) is courteous and will help build your company’s good reputation.
  1. Look for the candidate who wants this job, not any job. It’s usually obvious when a candidate is excited about the position you’re hiring for (and see #1 above – give candidates specifics to get enthusiastic about).  More often than not, that enthusiasm translates into a happy, engaged, and productive employee.
  1. Always be on the lookout. Don’t automatically dismiss someone who wows you just because you aren’t currently hiring.  Some of our best people have come to us at a time when we had no open positions.  Perhaps there’s a creative way to bring the person on board in a part-time or per-project basis.  If not, stay in contact and keep them in mind as you look to add to your team in the future.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

What You Should Know About Pesticides on Your Lawn

Posted: May 23rd, 2016

Published In: The Suffolk Lawyer

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Spring is here and with it, our thoughts turn to battling weeds.  To wage our battles, we often hire landscapers and, after signing the contract, put our trust in these people to ensure that our lawns stay lush green and dandelion-free.  However, what many homeowners do not realize is that the use and application of pesticides by commercial providers is highly regulated by the New York State Department of Environmental Conservation (“DEC”).  Knowing some of the basic rules can help property owners understand their rights and make sure that the applications are made in a safe and compliant manner.

The first thing you may want to confirm is that your pesticide applicator is properly licensed. The law defines any person providing commercial application of pesticides for hire as a “pesticide business,” which requires a New York State registration, renewable every three years. In addition, the person must be certified as a “pesticide applicator,” after fulfilling certain education and field experience requirements and passing a DEC administered test.   There are also other classifications of “certified commercial technician” and “pesticide apprentice”. These individuals may only apply pesticides under the direct supervision of the certified applicator.

The business registration and individual certification requirements does not apply to a residential property owner or tenant applying pesticides on his or her own property or to a non-commercial application of a general use pesticide.  Thus, if you are treating your own lawn or helping another at no charge, you are exempt.

Any commercial lawn application requires a written contract which identifies the applicator’s certification number.  The contract must specify the approximate date(s) of application, the number of applications, and the total cost for the services to be provided.  It must be accompanied by a list of substances to be applied, including brand names and generic names of active ingredients, and copies of any warnings that appear on the product labels, all in a least 12 point type.  Few homeowners ask to see the product labels and many applicators fail to comply with this rule, facing stiff penalties as a result.

In general, only pesticides which are registered and approved by the DEC may be used in New York State.  Federal approval by the US Environmental Protection Agency is not enough. The Cornell University Cooperative Extension maintains a current database of all registered pesticides and their active ingredients.  Certain organic products, such as garlic oil and lime, are deemed “Minimum Risk Pesticides” and are exempt from the registration requirement.  However, if applied commercially, they still require application by a certified applicator.

The yellow flags we often see on lawns are the result of another DEC regulation, which requires markers to be placed on site on the day of the application, warning people not to enter the property and not to remove the markers for a period of at least 24 hours. For certain types of spray applications, applicators are required to provide 48 hours advance written notice to neighbors within 150 feet of the application site and to owners or owners’ agents of multiple family dwellings who, in turn, must notify the occupants. This requirement, called the Neighbor Notification Law, was adopted in 2000 and applies in all counties which have “opted in”, including Nassau, Suffolk and all New York City boroughs.

Why all these restrictions?  One reason is that pesticide use, while providing many benefits, can also have adverse environmental impacts. Especially on Long Island, where our groundwater is used for drinking, there is a growing concern about contamination from stormwater runoff and leaching. According to a 2014 DEC report, 117 pesticide-related chemicals have been detected in the aquifer at various locations since 1997. Approximately half are legacy compounds, no longer or never registered in New York.  Still, with over 13,600 pesticides registered in the State, the problem is not going away.

Recent efforts to reduce pesticide use or transition to less toxic products have resulted in legislation. For example, Suffolk County’s Phase-Out Law, which became effective in January, 2000, prohibits the use of EPA Category I and II pesticides, carcinogens, and most restricted use pesticides on County property.  More broadly, a 2010 amendment to the State’s Education Law and the Social Services Law prohibits all schools and day care centers from applying pesticides on any playgrounds, turf or athletic or playing fields.  The DEC has issued a guidance document recommending alternatives to pesticide use in grounds management.  Emergency applications may be authorized in some circumstances.

While, as we have seen, commercial applications of pesticides are subject to strict rules, private application on residential properties and farms are generally unregulated.  State and local agencies are trying to address the problem of excessive pesticide use through public education efforts and various farm initiatives. For example, in Suffolk County, the Agricultural Stewardship Program works with local growers to adopt better pesticide management practices that protect groundwater quality while maintaining crop yields. Homeowners are encouraged to adopt organic pesticide alternatives through the Be Green Organic Yards NY program.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Campolo’s M&A advice featured in Newsday article “Due Diligence Is Key Before Buying a Business, Experts Say”

Posted: May 22nd, 2016

By Cara Trager, Newsday

Last year, the acquisition of a Long Island company came to a grinding halt — following the surveillance of its CEO.

“We uncovered that he would go at night into the city and buy street drugs,” said Efrat Cohen, executive director of Boca Raton-based Global Intelligence Consultants, which had trailed the CEO for a client who had considered acquiring his firm.

While following a top executive may seem excessive, there’s no such thing as overdoing due diligence before buying a business, say consultants and those who have bought and sold Long Island companies. At the very least, hire a lawyer and an accountant to help you decide if a firm is genuinely viable and its price tag is justified, they say.

Horror stories abound about buyers discovering too late that the business is saddled with municipal fees, burdened by employees’ numerous accrued vacation days, or bereft of valid customers.

 “Any seller is going to spin it as positively as they possibly can,” said Michael Wiley, president of Melville-based Healthcare Management & Consulting Services Inc.

And these days, with an ever-growing number of businesses on the market and changing hands, there are plenty of opportunities for buyers to fall prey to a seller’s lack of transparency.

According to BizBuySell.com, a business-for-sale marketplace, the New York metro area, including Long Island, New York City and northern New Jersey, experienced a 20 percent jump in companies for sale, from 4,715 in the first quarter of 2011 to 5,680 in the first quarter of 2016. The number of businesses sold grew 12 percent, from 120 in the first quarter of 2011 to 134 during the same period this year.

To minimize post-acquisition bombshells, buyers need to review financial statements and corporate tax returns, as well as delve into areas that could hurt a firm’s future, such as online reviews and relationships with suppliers, experts say.

They also need to review invoices to get a handle on how many customers patronize the business regularly, versus for a one-time project.

“There’s no substitute for buyers speaking to customers directly,” said Chris Nemeth, director and co-team leader of mergers and acquisition services at Crowe Horwath LLP, an accounting and consulting firm in Chicago.

Experts also advise checking the status and terms of a seller’s commercial leases and whether landlords will reassign them to the new owner. Those who seek to purchase a retail store should know if existing leases prohibit the landlord from renting out nearby spaces to similar businesses.

And since a newly acquired business tends to get off to a strong start if key employees remain with the company, buyers need to ascertain these workers’ future plans and whether restrictive covenants are in place to prevent them from starting a competitive operation, Wiley said. He also suggests looking into whether suppliers will hold their prices for the new owner.

Tom Scarda, a franchise consultant with FranChoice in Wantagh, said the Federal Trade Commission requires franchisers to provide a document that discloses a myriad of facts about the operation, including any litigation against or initiated by the parent company and a list of shuttered franchises. But, he said, it still behooves prospective franchisees to talk to existing owners about the kind of training, startup and ongoing support they receive.

With that in mind, Steve Berlin, 53, and his wife, Stephanie, 51, hardly jumped feet first into buying a Sky Zone Trampoline Park franchise in 2012.

A CPA who had worked as a chief financial officer for a media company, Steve Berlin scrutinized the company’s sales materials and legal documents, including independently researched statistics it provided on trampoline injuries, and the firm’s approach to risk management.

The Dix Hills resident’s due-diligence efforts also entailed contacting existing franchise owners; visiting a half-dozen Sky Zone parks to speak with general managers and employees and gauge the customer experience; and traveling to competing parks.

As a result, Berlin today operates Sky Zones in Deer Park and Mount Sinai, employs more than 250 workers and seeks to expand into Nassau County.

Due diligence, on the other hand, led Dan Galvez, 42, to nix mergers with two different companies when he set out to add digital marketing to his Web development company’s services. One firm’s profit margins were too slim to justify an acquisition that would have retained its management team, and “the high compensation requirements” of the other company’s owner could not be supported after the merger, he said.

So Galvez, CEO of Hedgehog Development LLC, a 9-year-old Holbrook firm with five locations and more than 70 employees, approached Loewy Design. Over the years, Hedgehog had partnered on various projects with the Melville business.

“We had a good relationship with them, and knew each other’s culture, business values and teams,” Galvez said.

But before acquiring Loewy, a 29-year-old firm with 13 employees, Galvez tapped Protegrity Advisors, a mergers and acquisitions consultant in Ronkonkoma, for due diligence.

What’s more, the landlord that owned Loewy’s space did its own background checks — on Hedgehog.

“It wanted to make sure the new company has the same level of responsibility” in meeting its lease obligations, Galvez said.

GETTING READY TO SELL

There’s more to selling a business than putting it on the market and getting the word out.

Just as sellers prepare their homes for sale, the office space “should look presentable when people are doing a site visit,” said Joe Campolo, head of Campolo, Middleton & McCormick’s mergers and acquisitions practice and chairman of Protegrity Advisors, an M&A consultant, both in Ronkonkoma. And “as much as you can,” resolve any litigation beforehand, he said.

Sellers also need to do their due diligence on buyers, particularly when they plan to make a down payment and pay the balance from the company’s revenues over time. CPA Kenneth Cerini of Bohemia advises scrutinizing buyers’ financial statements to make sure “they’re not cash-strapped or losing money,” as well as establishing that they have the knowledge to run the business.

Michael Affatato, 50, had been a longtime family friend of Rosemary Dougherty-Batcheller when he purchased her Mattituck business, The Village Cheese Shop, last year.

They relied on financial experts and lawyers for their due diligence — even though they trusted each other’s commitment to transparency and Dougherty-Batcheller knew Affatato had business and food experience.

Affatato made a down payment of one-third of the purchase price, paying down the balance from the shop’s proceeds. This arrangement gave him “skin in the game,” said Dougherty-Batcheller, 56.

As part of the transition, she gave Affatato a crash course in cheese retailing and introduced him to customers and direct importers that offer sharper prices than distributors. Plus, she still helps out in the store, as the need arises.

“My first goal is for him to succeed so I can move on,” said Dougherty-Batcheller, now a small-business consultant.

Read it on Newsday.

CMM Wins Corporate Citizenship Award

Posted: May 13th, 2016

Corporate Citizenship AwardIn recognition of its community engagement, Campolo, Middleton & McCormick, LLP, Suffolk County’s premier law firm, was selected to receive a 2016 Corporate Citizenship Award from the Long Island Business News in the category of Corporate Social Responsibility.  The awards program recognizes companies and individuals who believe that practicing good corporate citizenship contributes to the economic and social well-being of employees, businesses, and the Long Island community. The awards were presented at a celebratory breakfast on June 14 at Crest Hollow Country Club in Woodbury.

Campolo Middleton was recognized for having community dedication “woven into its DNA,” with attorneys serving in leadership roles for numerous nonprofits and providing pro bono legal services and financial support to philanthropic organizations.  The firm supports numerous leading nonprofits in the community including the American Red Cross on Long Island, Child Abuse Prevention Services (CAPS), Girl Scouts of Suffolk County, UCP Suffolk, the Ronald McDonald House, and Pet Peeves, among others.

In his keynote address at the awards ceremony, John D. Kemp, President and CEO of the Viscardi Center, applauded the winners for believing that when they see challenges in the community, “it’s not someone else’s problem – it’s our problem.”  He explained that the days of “having” to perform community service for school credit or as punishment are gone; today’s employees have grown up with a culture that calls for service, and they look to employers to help provide those opportunities.

The firm congratulates all the winners!

New York Joins Handful of States Guaranteeing Paid Family Leave

Posted: May 12th, 2016

Published In: The Suffolk Lawyer

On April 4, Governor Andrew Cuomo signed into law an unprecedented bill establishing a state-wide paid family leave program, adding New York to the short roster of states—including California, New Jersey, and Rhode Island—that guarantee paid family leave.

The law, part of the 2016-2017 State Budget, allows workers across New York State to take paid leave (1) to bond with a new child (during the first 12 months after the child’s birth or adoption or foster placement of the child with the employee); (2) to care for a family member with a serious health condition; or (3) in certain situations arising from a family member’s participation in military active duty.

The law will be phased in over the course of several years.  In 2018, workers will be eligible for up to eight weeks of leave; in 2019 and 2020, up to 10 weeks; and starting in 2021, up to 12 weeks.  In 2018, employees will receive 50 percent of their average weekly wages, capped at 50 percent of the statewide average weekly wage.  Over the following three years, this amount will increase to 67 percent of the employee’s average weekly wage, capped at 67 percent of the statewide average weekly wage.

New York’s new policy covers workers regardless of their employer’s size (federal FMLA for unpaid family leave applies only to employers with 50 or more employees) and regardless of the employee’s full-time or part-time status (FMLA leave is available only to full-time workers).  Additionally, the New York paid leave program covers workers who have worked for their employers for six months or more (less than the twelve months required for FMLA eligibility).  Small businesses operating with just a few employees will likely be impacted the most by this law because a smaller workforce will have to absorb the work of the employee on extended leave.  Businesses, especially small businesses, are urged to plan ahead and have policies and procedures in place to seamlessly handle extended employee leave.

The actual pay received by employees while on leave will be funded by nominal employee payroll deductions.  In other words, employers will not have to pay employees directly.  However, employers should prepare for the administrative costs of compliance, including the drafting and implementation of new policies as well as the costs stemming from extended employee absences.  Despite these costs and challenges, however, advocates of the new law argue that workers who do not have to worry about affording diapers for their newborn or rushing back to work within days of childbirth, for example, will return to work as more engaged, healthy, and productive.  The true impact remains to be seen.

Employers are encouraged to begin preparing for the new family leave policy before it takes effect.  Please contact us with any questions and for compliance guidance.

Lessons Learned in an Idea Submission Case

Posted: May 10th, 2016

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In an idea submission case, where Plaintiff alleged that Defendants fraudulently expressed interest in developing Plaintiff’s science fiction story only to use parts of that story in the hit 2009 film “Avatar,” the California Court of Appeal recently affirmed summary judgment in favor of Defendants, dismissing all claims.  In particular, the court found that there was no substantial similarity between the projects and that Plaintiff was unable to prove that Defendants used any of Plaintiff’s ideas in the film.

Between 1996 and 1998, the plaintiff, Eric Ryder, wrote a science fiction short story entitled “KRZ 2068” and began to distribute the story along with a proposal containing language that required the recipient to agree that the material would remain confidential, that the recipient could not copy any “KRZ” material “in whole or in part,” and that it would not be used for any purpose other than that for which it was intended.  After the parties met six times in 2001, the production company passed on Plaintiff’s story, and Plaintiff was unable to sell the story to other production companies.  In 2009, the movie “Avatar” was released.  Plaintiff filed suit in 2011, claiming that Defendants used his ideas in the movie.

In the suit, Plaintiff alleged claims for (1) breach of fiduciary duty; (2) breach of express contract; (3) breach of implied contract; (4) promissory fraud; (5) fraud and deceit; and (6) negligent misrepresentation.   In their motion for summary judgment, Defendants claimed to have conceived of “Avatar” before Plaintiff, that Plaintiff could not prove that the projects were substantially similar, and that the alleged joint venture and contractual relationship never existed.  The trial court agreed and dismissed the complaint, finding there was undisputed evidence that Defendants did not steal ideas to create the film.

In its de novo review of the trial court’s order, the appellate court affirmed.  As the Court of Appeal outlines in its opinion, Defendants first conceived of the “Avatar” story in 1995 and recorded details of this story in a 102-page script that was circulated around Hollywood.  As a result, a number of allegedly similar elements between the two works were disregarded as those elements could not have been used from Plaintiff’s materials, which were created later.  Further, as to the new ideas that were allegedly added to “Avatar,” the court reviewed each of the alleged similarities, comparing the elements of both “Avatar” and “KRZ,” and found that there was no substantial similarity between the two works on any of the claimed elements.  As to Plaintiff’s proposal that prohibited the recipient from copying any of the “KRZ” material “in whole or in part,” the court found that the “in part” language does not mean that Defendants could not use any part of the “KRZ” material, “no matter how trivial or minor.”  Rather, the court utilized the analysis of “substantial similarity” applicable to copyright cases.    Again, Plaintiff was unable to meet his burden of demonstrating the elements of “Avatar” were substantially similar to the ideas in the “KRZ” story.

The lessons to be learned here are that (1) having documented evidence demonstrating the date of creation will aid in defending a challenge from a secondary creator, and (2) the substantial similarity test is the analysis that will be utilized to determine if there is a “copying.”

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Princelings: Expanding the Definition of “Value” Under the FCPA

Posted: May 6th, 2016

Published In: The Suffolk Lawyer

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Congress enacted the Foreign Corrupt Practices Act (“FCPA”) in 1977 in the wake of the Watergate investigation and in response to reports of widespread bribery of foreign officials by U.S. companies.  The FCPA prohibits U.S. persons, companies, and issuers from, among other things, bribing or attempting to bribe a foreign official in order to secure an improper business advantage.  In basic terms, the elements of an FCPA bribery charge include (1) offering, paying, or authorizing, (2) “anything of value,” (3) directly or indirectly, (4) to a foreign official, (5) to improperly gain a business advantage.

For decades, the FCPA laid relatively dormant.  In recent years, however, the Department of Justice (“DOJ”) and Securities and Exchange Commission (“SEC”) have dramatically stepped up enforcement of the Act.  For instance, since 2008, the top ten FCPA enforcement actions have cost those ten companies a total of $4.4 billion in fines and disgorgement.  During the FCPA’s renaissance, the government has actively sought to extend the jurisdictional reach of the Act, as well as expand the definition of the five elements of a bribery charge.  The evolving definition and interpretation of each element, let alone all five, is beyond the scope of this article.

Since 2013, however, one of the most interesting developments has been the meaning of “anything of value” in relation to U.S. financial services institutions hiring children of influential foreign officials, or so-called “princelings” as they are referred to in China.  In August 2013, JP Morgan Chase disclosed an investigation into a hiring program targeting the children of top Chinese officials.  For years, it has been standard practice for western banks to hire relatives or close friends of senior Chinese officials in order to build up “guanxi” (meaning “networks” or “connections”).

As you might expect, the government’s theory is that the job or internship constitutes something of value under the FCPA and that it is being offered to improperly gain a business advantage.  The interesting question becomes, however, does network-building or even blatant nepotism rise to the level of an FCPA violation?  The answer appears to be “maybe.”

What constitutes something of value is not always easy to answer.  Sometimes the answer is very clear.  The proverbial suitcase full of unmarked bills delivered in a dark alley to a foreign minister in exchange for a lucrative government contract is a clear violation.  Cash is certainly something of “value.”  But what if the thing of value is not promised or delivered directly “to” the official?  For instance, in SEC v. Schering-Plough Corp., No. 04-CV-00945 (D.D.C. June 16, 2004), the Commission argued that gifts given to a third-party charity were intended to influence the charity’s founder, a senior Polish official.  The charity was legitimate and the donation never went into the personal coffers of the official, but the government staked a clear position as to what it considers to be something of “value” for the purposes of the FCPA.

Returning to the recent princeling cases, can a job (even an unpaid internship) offer to a relative of a foreign official inure to the benefit of the official himself?  If the job is lucrative, then arguably the salary received by the relative is a savings to the official, but that assumes some level of financial dependence.  One could also argue that there is an intrinsic or prestige value associated with working at reputable financial services firm, but it is very hard to gauge such benefits.

Hiring a family member of a government official is not necessarily a violation of the FCPA’s anti-bribery provisions.  But if a company does so with the intent to induce the official to do something in their official capacity, such as award a contract or approve a deal, that hire would potentially cross the line.  Reporting has indicated that JP Morgan referred to the hiring pipeline as the “sons and daughters” program, and had created a spreadsheet linking specific princeling hires to specific deals being pursued by the bank.  JP Morgan and its officials have not been charged with any wrongdoing.

In prosecuting this recent line of princeling cases, the DOJ and SEC are sending a very clear signal that it is continuing to seek ways to expand the reach and scope of the FCPA.  The princeling investigations to date have been settled, so there is no case law to help companies determine the left and right bounds when it comes to hiring the relatives of foreign officials.  The U.S. government’s public statements on these cases, however, are certainly instructive.

First, companies that might hire a relative of a foreign official should not change their hiring standards.  Although certainly not dispositive, it will be much easier to allege improper motive if the hire in question is not even remotely qualified for the position.  Jobs at the world’s leading investment banks, for instance, are highly coveted and competitive even among the best credentialed graduates.  Of course, “princelings” by definition tend to have greater access to prestigious educational opportunities and may nevertheless be qualified.  Second, ensure that you follow the same hiring process for all applicants, regardless of their familial connections.  Third, ensure your business units and human resources department are well trained and resourced to identify potentially problematic candidates and ensure that any hiring is done in accordance with your company’s anti-corruption policy.  Of course, when in doubt, consult with an FCPA expert.

The princeling investigations have not been limited to financial services firms operating in Asia.  In August 2015, BNY Mellon agreed to pay the SEC $14.8 million to settle FCPA charges in connection with providing student internships to family members of foreign officials affiliated with a Middle Eastern sovereign wealth fund.  You can bet that the government has its eye on hiring practices at U.S. companies and issuers operating in different industries and in other corners of the world.  Stay tuned.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.