Canadian Lawyer InHouse

March 2016

Legal news and trends for Canadian in-house counsel and c-suite executives

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15 CANADIANLAWYERMAG.COM/INHOUSE MARCH 2016 BY STEFAN DUBOWSKI elcome to Brazil. The weather's beautiful. People are friendly. Business is corrupt. Corrupt? Sure. At least, that's the gist of ongoing media coverage out of the South American nation: bribery, kickbacks, and price-fi xing among the country's corporations, governments, and political parties. But that's not the full story. In fact, many say it's far from accurate. Yes, Brazil has uncovered corruption involving large state- run businesses and high-ranking politicians. But legal experts say the country is poised to tackle corruption with sharp new legislation and detailed regulations. And they're not just for locals. The anticorruption measures apply to any and all businesses in the country, including Canadian organizations with Brazilian operations. CORRUPTION SCRUB Operation Car Wash: That's where this situation begins. It has little to do with tri-colour detergent and a spot-free rinse. It's an investigation by a Brazilian police agency into corruption — a case of fraud that led all the way into the executive offi ces of Petrobras, Brazil's country-owned oil company and one of the nation's largest enterprises. Police kicked off Car Wash in 2014, chasing a crime ring that used a currency exchange service at a gas station to launder money. Agents soon linked the criminals to a former Petrobras director. Then police discovered that a number of companies that had won construction contracts for a Petrobras oil refi nery had bribed Petrobras offi cials. As the situation unfolded, offi cers investigated nine construction fi rms, arrested 57 people — in- cluding federal politicians accused of taking money and facili- tating the fraud — and charged 46. An estimated R$2.1 billion had allegedly been misappropriated. The fallout has been wide. Last April, Petrobras said the value of its assets was some R$17 billion lower than stated due to graft. This, at a time of sinking oil prices, set the fi rm back a step or four. By January 2016, the company had slashed its growth projections, greatly contributing to the trend of rising MATTHEW BILLINGTON

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