Denied Party Mayhem
In the current environment of cross-country terrorism and political unrest, companies need to be very vigilant about their international dealings. Dealing with denied parties can lead to legal wrath of government and bad publicity. In fact, doing business with these parties can result in a major disruption in the operations, revocation of trade privileges, and even imprisonment of executives (Christensen, L). It does not matter if the mishap of dealings with blacklisted entities is intentional or because of improper employment screening, poor internal security, or the acceptance or distribution of "tarnished" donations.
Dependent of the type of business, there are multiple denied party lists. For our present discussion, we are going to focus on exporting companies’ goods to international market; this would result in screening their international customers against the prohibited parties list. The prohibited parties list is reflective of several lists of restricted or blacklisted entities with which an exporter is prohibited from doing business under most circumstances (buyusa.gov):
- * Specially Designated National list maintained by Office of Foreign Assets Control
- * Denied Persons and entities lists maintained by Bureau of Industry and Security
- * List of Parties Debarred for Arms Export Control Act Convictions maintained under the International Traffic in Arms Regulation
Kenneth Juster, the under secretary of Commerce for Export Administration, clearly stated, “I think it is clear especially in the aftermath of September 11 that no company wants to see its name in the headlines of the Washington Post or any other newspaper as the source of some critical item or technology that facilitated an act of terrorism.” (ecustoms.com). It is very clear that US government is putting the burden on the exporters and cautioning them that they will face more vigilant inspection of outbound shipments and increased attention to compliance requirements. Juster later argued that complying with export controls, securing computer networks, and protecting critical infrastructures are not just corporate responsibility issues, but also key to the maintenance of national security (uga.edu).
There are different government agencies that keep a list of restricted or blacklisted parties. In addition to the agencies listed above lists are maintained by States Department, DHS, FBI, FDA, US Secret Services, and DEA. Collectively numerous lists should be incorporated in the screening for company’s customers. In a recent news bulletin, the author provides an account of a company that has engaged JPMorgan Chase Vestera’s trade expertise and technologies to review its customers’ and suppliers’ names and addresses against 50+ denied party lists (jpmorganchase.com). The agencies that create these lists are also actively enforcing them with the help of law enforcement and US Justice Department.
Regardless of the reason that these agencies are maintaining the denied party lists, companies would need to comply to the rules and regulations of not doing business with these companies or individuals. The risk of failing to comply with these regulations is extremely high and can directly affect the continuity of a business. If a company were found under the cloud of such dealings, they would find their operations in direct jeopardy due to costly penalties and legal suits against the company. According to one estimate, failing to screen listed denied party can result in a fine from $50,000 to $1 million (securitymanagement.com); this can be a heavy drag on companies’ operations.
The initiative for screening for denied parties is an expensive investment. However, this should be seen as the contribution to the business continuity. In fact, it may be valuable to link the following of these regulations as part of overall Business Continuity Plan; the denied party regulation can easily be classified as direct regulation – it has a direct impact on the operations of a company. It would be wise for companies to follow organizational actions in screening for denied parties.
- * Top management committed for implementing a denied party screening system
- * Synergic approach to implement the system across main operation and fringes
- * Maintenance of effective communication across organization
- * Inform and train employees about the initiative
- * Utilize the capabilities of their human capital
- * Lessons learned system to share information about system to screen denied parties
To support the above, we can look at two challenges for implementing a system for screening denied parties.
- 1. Companies find it challenging to fully understand and comprehend their customer base; customers’ data is maintained in large and perforated databases. The creation of a centralized repository for your customers would face challenges like data quality, data redundancy, missing information, and reluctance of inter-departmental sharing.
- 2. Denied party lists are very volatile. The agencies, which are maintaining these lists, can change the information on the lists without informing the users of the lists. It is companies’ responsibility to remain vigilant and keep their denied party lists current. The risk of ignoring this is extremely high.
In face of heavy expenditures, management should get some comfort in the fact that the need for complying with this regulation is not going to disappear. If anything, there will be more restriction on the company, for not doing business with restricted entities. Additionally, when a multinational company opens an international office, they will get more country specific lists of restricted or blacklisted parties.
Some companies are looking at outsourcing this operation to external entities that specialize in screening for denied parties. This may be a good alternate, only if companies engage a reputed firm that has tools and techniques to handle large volume of data and screen for potential risky parties through multiple lists. Contract for handling this regulation should spell out the sharing of liability with the outsourced party; this is a classic example of risk sharing. Additionally, companies should have their legal department look at all large dealings with international entities; this would provide a second level of assurance that companies are not dealing with denied parties.
References:
- Buyusa.gov. Legal Due Diligence. Retrieved on June 26, 2007. From http://www.buyusa.gov/harrisburg/legal.html
Christensen, L. (2007). Restricted Party Screening: Who Are You Doing Business With? Retrieved on June 26, 2007. From http://www.inboundlogistics.com/articles/itmatters/itmatters0507.shtml
Ecustoms.com. You Must Comply. Retrieved on June 26, 2007. From http://www.ecustoms.com/vc/yourcompany.cfm
jpmorganchase.com. (2006). AJS No Longer “Fed Up” with RPS Screening Challenges. Retrieved on June 30, 2007. From http://www.jpmorganchase.com/cm/ContentServer?cid=1159296999985&pagename=jpmorgan%2Fts%2FTS_Content%2FBlank&c=TS_Content
securitymanagement.com (2002). Who’s the Buyer? Retrieved on June 30, 2007. From http://www.securitymanagement.com/library/001235.html
state.gov. Foreign Terrorist Organizations. Retrieved on July 1, 2007. From http://www.state.gov/documents/organization/65479.pdf
Uga.edu. The Center of International Trade and Security Export Control Newspaper No. 1. Retrieved on June 26, 2007. From http://www.uga.edu/cits/documents/html/xcnews01.htm