A propósito del comentario anterior sobre la resolución de la CNMC (Comisión Nacional de los Mercados y la Competencia) 🇪🇸 de julio de 2015 en el expediente S/0482/13, Fabricantes de Automóviles, conviene mencionar que algunas de las empresas incoadas pidieron que se valorara como atenuante de su responsabilidad el hecho de que tenían un programa de Compliance con un apartado específico sobre Derecho de la Competencia. Este es un CLARO EJEMPLO de que un programa de Compliance de papel no sirve para nada. ¿Qué importa que tu política interna “prohíba a todos los empleados y directivos la realización de cualquier práctica anticompetitiva” si luego esas prácticas se cometen y se encubren? Como dijo la CNMC: “…el mero hecho de tener estas normas internas no puede tomarse sin más como una circunstancia atenuante, sobre todo en aquellos casos en los que la acreditación de una infracción es una evidencia clara para las empresas sancionadas de un fallo en el cumplimiento de tales normas internas. En el presente expediente, dados los hechos acreditados, de los que no es posible concluir la existencia programa de cumplimiento exitoso que efectivamente articule y aplique controles internos y severas sanciones disciplinarias por incumplimiento, esta Sala no puede compartir el criterio de las mercantiles citadas respecto de que tales normas internas sean prueba del genuino compromiso de tales marcas y de sus directivos - implicados algunos en las mismas - con la observancia de la normativa de competencia…” Recuerda, tu programa de Compliance debe estar vivo para ser efectivo. Mary-Carmen Ordóñez ICJ México
International corporate lawyer/Chief Compliance Officer/Founder & CEO/Board Member/Commentator International Legal Affairs
For my #Competition Law class I was reading an interesting decision from the Spanish Competitition Authority which, a few years back, found against all major car manufacturers in Spain in connection with cartel practices (in violation of art 101 of the TFEU). I have not read the defendants’ submissions but, basing my opinion on the decision only, it seems pretty clear. Evidence was provided by one of the companies, which spontaneously confessed hoping for leniency, and obtained from documents seized from other participants, that made it clear that the companies had been exchanging, both directly and indirectly, fresh and disaggregated information about their sales, volumes, strategies and marketing plans and had made efforts to conceal that this was the case. From what I can gather, we’re talking massive amounts of information. To the tiniest detail. Emails, minutes, contracts with third parties that would collate the information, etc. What strikes me the most about this illegal information exchange cases is that, at least as far as I have seen in resolutions, pleas and the like, the vast majority of the information that is exchanged in this way turns out to be useless for the receiving entity. It’s not even a risk worth taking. The above to me underscores the importance of in-house counsel sitting down with business people ahead of any such initiative and strongly challenge the notion of “we need information on what they are doing, even if that means giving them ours”. Of course, the first thing to tell them is: that’s not something you can do, end of story. But then really dig deep and socratically try to make them see that they don’t even need it. “I want as much information as I can get” is a reflex reaction triggered in the mind of your business colleagues every so often. It’s engrained in their brain. But when you truly drill things down to what would really, truly, make a difference, their perception of what they need changes significantly and they realize they can live within the framework provided for by Competitition Law (which is just as well ‘cause they have no option). I have heard about cases where companies in certain industries were exchanging info almost about what the CEO had for breakfast each morning. And then, when asked: what do you do with this information? What business plan would you actually be able to put in place with this? They have no answer. This is taking risks for the sake of taking them, based on erroneous assumptions such as: I need to know everything my competitor does or I’ll sink, or If it’s illegal to exchange it, it must mean this is necessarily valuable information. Both are wrong, more often than not. Don’t let your guys take stupid risks. Reason with them as often as necessary for them to be convinced that it’s not worth doing - otherwise, they might do it behind your back - to lower their resistance to your advice. Sed Nove Consulting can help. Get in touch!