Any investigation is likely to involve a company’s employees – either under investigation themselves, as witnesses, or simply because their communications need to be reviewed. This involvement gives rise to a number of considerations for companies, particularly when it comes to legal representation for employees, where disciplinary action may be appropriate, as well as cross-border issues. Key considerations include:

  • Assessing whether employees need separate legal counsel in any investigation or litigation
  • Drafting constitutional documents and internal procedures to clarify which employees can qualify for indemnification or legal fee coverage when facing litigation, and under what circumstances
  • Being aware of differences between jurisdictions, such as rules on indemnifying employees in bank regulatory proceeding
  • Considering whether disciplinary action against individual employees is justified, and what particular risks might arise
  • Handling employee concerns carefully, taking steps to protect whistleblowers and also considering the possible existence of whistleblowers when self-reporting of violations
  • Documenting the grounds and justifications for employee terminations, and be prepared to defend those reasons in legal proceedings
  • Taking into account international differences in employee rights when it comes to employment law, legal privilege, data privacy and whistleblower rules

Counsel for Employees

In an investigation, it may be necessary to consider whether certain employees should be represented by external counsel, and if so, if the company should pay the employee’s legal expenses. This will be a case-by-case decision, and the factors to consider will include:

  • The role of the employee and whether they may have any personal liability
  • The seriousness of the issue and the allegations
  • Any risk of claims between the company and the employee
  • The ethical and conflicts rules applicable to the company’s lawyers
  • Any applicable obligations (or restrictions) on the company to pay legal expenses
  • The company’s D&O insurance arrangements

Handling Whistleblowers

Proper handling of whistleblowing is a topic that has particular resonance. Whistleblowing laws have been strengthened in recent years, and companies’ compliance is often a focus for authorities.  It is also possible that companies will face whistleblower reports as a result of the rules relating to COVID-19, whether related to workplace compliance, access to state-backed grants and loans, or otherwise arising from the company’s response to the pandemic. Best practice considerations for managing whistleblower cases include:

  • Encourage employees to report anything they believe could raise a legal or ethical concern
  • Maintain an anonymous hotline for employees to report concerns and ensure the hotline is well-publicized and easy to access
  • Refrain from seeking to identify­­ whistleblowers
  • Promote and maintain a number of avenues to report internal issues
  • Ensure the process for escalating concerns is transparent and that complaints are investigated and documented promptly
  • Maintain a robust anti-retaliation policy against whistleblowers, even when the claims appear to lack merit
  • Ensure that senior management is trained on anti-retaliation policies, and that they are committed to compliance with internal and external rules
  • Ensure that nothing can be construed as restricting employees from reporting to a governmental or regulatory agency

Handling Whistleblowers

Proper handling of whistleblowing is a topic that has particular resonance. Whistleblowing laws have been strengthened in recent years, and companies’ compliance is often a focus for authorities.  It is also possible that companies will face whistleblower reports as a result of the rules relating to COVID-19, whether related to workplace compliance, access to state-backed grants and loans, or otherwise arising from the company’s response to the pandemic. Best practice considerations for managing whistleblower cases include:

  • Encourage employees to report anything they believe could raise a legal or ethical concern
  • Maintain an anonymous hotline for employees to report concerns and ensure the hotline is well-publicized and easy to access
  • Refrain from seeking to identify­­ whistleblowers
  • Promote and maintain a number of avenues to report internal issues
  • Ensure the process for escalating concerns is transparent and that complaints are investigated and documented promptly
  • Maintain a robust anti-retaliation policy against whistleblowers, even when the claims appear to lack merit
  • Ensure that senior management is trained on anti-retaliation policies, and that they are committed to compliance with internal and external rules
  • Ensure that nothing can be construed as restricting employees from reporting to a governmental or regulatory agency

This chapter also addresses the different rules and issues that arise in major jurisdictions when considering employee rights and privileges.

www.clearygottlieb.com

Jennifer Kennedy Park
Partner

New York
T: +1 212 225 2357
jkpark@cgsh.com
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James Norris-Jones
Partner

London
T: +44 20 7614 2336
jnorrisjones@cgsh.com
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Nowell D. Bamberger
Partner

Washington, D.C.
T: +1 202 974 1752
Hong Kong
T: +852 2532 3785
nbamberger@cgsh.com
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James Brady
Partner

London
T: +44 20 7614 2364
jbrady@cgsh.com
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