Compliance: Protecting your Licence to Operate

Product Details:
Author(s):
Chilwane, P and
Vilakazi, L
Year Published:
2015
Edition
1st Edition
Type:
Print | Soft Cover
Language:
English
About this publication
Former US Deputy Attorney General Paul McNulty once said: ‘If you think compliance is expensive, try non-compliance!’ The impact of non-compliance has serious consequences that extend beyond Rands and cents. In a fast evolving legislative and governance landscape, many executives are faced with the challenge of setting up compliance divisions within their organisations.
The increased demand for legal compliance within organisations has placed industry leaders in a position where they have to evolve and restructure their business strategies to focus more on ensuring compliance within a legislative framework.
Compliance: Protecting your Licence to Operate presents a strong business case for the establishment of a compliance function within their organisation, with the aim of enabling an enterprise-wide compliance management programme to protect their licence to operate.
Content
Chapter 1    
Corporate compliance in modern day business    
New corporate order    
Defining compliance    
Defining statutory and regulatory compliance    
What is corporate compliance?    
The evolution of compliance    
The external environment    
External pressures on the organisation to comply    
Response to the pressure    
Industry footprint    
Influence of geography    
Compliance trends    
Chapter 2
Corporate immune system    
Global trends    
Widening risk exposure    
The relevance and theoretical foundations    
The need to converge    
Pressure from the top    
Executive and senior management support    
Beyond compliance – explaining businesses participation    
The need to converge    
Pressure from the top    
Executive and senior management support    
Beyond compliance – explaining businesses participation    
Chapter 3
The bottom line    
Corporate resilience    
Defining the role     
Vision of compliance – the mandate    
What is the intended scope?    
Defining the compliance function    
Enabling the Chief Compliance Officer    
Determining the governance structure    
Who is the Chief Compliance Officer?    
Chief Compliance Officer vs Chief Ethics & Compliance Officer    
Potential benefits of outsourcing    
Optimised benefits    
Strategic relationships
Chapter 4
Your current landscape    
Role players – Who is accountable and responsible for compliance?    
Regulators    
Board of directors    
Board committee’s    
Executives and senior management    
Line management    
Employees    
Risk Management Department    
Internal Audit Department    
The framework: getting from here to there    
A compliance culture    
Essential elements of enabling culture of compliance    
Designing your roadmap   
Best practice principles   
Integration    
An effective compliance programme    
How regulators evaluate compliance programmes
Chapter 5
Return on investment (“ROI”)    
Measuring value add    
Transparency 
Board oversight    
Talent planning and recruitment    
Ensuring a high-performance culture    
Prioritising leadership behaviours that matter    
Developing employees    
Talent reviews and succession planning    
Networking and collaboration    
Continued separation of the compliance function and the Legal Department    
Increased board supervision    
Technology – a focus on compliance analytics and tools    
Increased focus on ethical leadership    
Chief Compliance Officers as rising stars    
Whistleblowers    
Compliance professionals as monitors    
Due diligence and monitoring
Interest / Benefit to
Board members
Compliance officers
Executives and senior management
Internal auditors
Legal advisors
Risk officers
Business managers