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Way back in the 80s, companies in the U.S. Defense industry determined that it was in their best interests to band together and develop the Defense Industry Initiatives as a method to police themselves during a time when their industry was fraught with fraud and corruption. As an aftermath, ethics and compliance programs have been developed and implemented by the majority of U.S. companies. To further entice companies to establish an effective and proactive program designed to detect and, to the extent possible, prevent violations of law The Federal Sentencing Guidelines for Organizations, passed in November 1991, rewards these companies with relief when sentenced for violations of law.
While these programs have been primarily designed to demonstrate that a company is serious about acting ethically and within the law, we have seen a record number of financial restatements in the past year. One can surmise that this is due to a lapse in the effectiveness of those companies' ethics and compliance efforts.
Now, along comes the Sarbanes-Oxley Act, which contains a specific provision requiring chief financial and chief executive officers of SEC registrants to make certifications concerning their company's quarterly and annual reports that, if found to be made knowingly or willfully false, may subject the signing officer to criminal penalties. On October 22, 2002, the SEC issued rule proposals that, if adopted, would also require certifying officers to design, establish, maintain, evaluate and report the effectiveness of the company's “internal controls and procedures for financial reporting.” The SEC proposes that “internal controls and procedures for financial reporting” mean controls that pertain to the preparation of financial statements for external purposes that are prepared and presented to conform with generally accepted accounting principles (GAAP) as described in the Codification of Statements on Auditing Standards section 319. This section describes internal controls as “a process, effected by an entity's board of directors, management, and other personnel, designed to provide reasonable assurances regarding the achievement of objectives in the following categories: effectiveness and efficiency of operations, reliability of financial reporting, and compliance with applicable laws and regulations.” This certainly sheds new light on the importance of a company's ethics and compliance efforts. Corporate executives now have a never-before seen level of professional and personal interest in insuring that ethics and compliance programs, as well as the entire internal control structure, operates effectively at all times.
Chief information officers still bear the brunt of cybersecurity worries at many companies. But a study by the Association of Corporate Counsel Foundation finds that chief legal officers are increasingly taking a leadership role in cybersecurity strategy.
General counsel are eager to tap the promise of generative AI. But without clear technology road maps, many legal departments are struggling to turn that interest into action.
Part Two of this two-part article examines practical steps marketers must take to succeed in this changing landscape by embracing a multichannel, AI-driven approach to their marketing and PR efforts.
When the SEC issues the next annual enforcement report for fiscal year 2025, we expect securities offering actions and investment adviser actions will almost certainly be up, and the “crypto” and “cyber” cases will almost certainly be down. Public statements by the new SEC administration have said as much, but even more telling than public statements are the allocation of limited enforcement resources.
The VPPA may be nearly four-decades old and video-rental stores largely a thing of the past, but the rise of online content, streaming services and ancillary activities has brought with it frequent litigation based on the VPPA. The key challenge in these litigations is how to interpret the VPPA’s 1980s terms in light of today’s digital advances.