1.A Matter of Mindset: Ethics or Compliance?
In establishing a culture in an organisation do you frame it around ethics or compliance? Should you focus on principles or rules? What really works in the business environment? Companies use values and codes to support their culture, hear what the leading companies do, and how they do it to establish a mindset of ethics and compliance.
Philippa Foster Back, CBE, Hon LLD, Director, Institute of Business Ethics, UK
2.Ethics, Corporate Responsibility and Governance in the Age of Transparency
Once established and institutionalised, our social, political and business frameworks work to protect those who achieve a status as a “trusted citizen”. Since the internet and social media, this governance model has crumbled in the face of transparency. Reputations can be destroyed at the click of a mouse. The time when box ticking satisfied activists, customers and employees is over. A new paradigm is being formed #Purpose.
Anthony Smith-Meyer, Founder & Director, theGovernanceProject.org, Luxembourg
Why Integrity and Accountability Sound Louder Through the Voice of Business
In today’s competitive business environment, ethical and principled decision making can be very complex. Where commercial personnel face the unrelenting pressure to succeed and pressure to comply, they might feel like they are in the middle of competing corporate objectives. When these inevitable moments occur, what triggers ethical decision making, and what are some of the pressures that can get between people’s actual behavior and their desired behavior? Richard Bistrong, a former successful sales Vice President that went to prison for violating international bribery laws, will take us through his journey, as to demonstrate workforce challenges that remain in our operating environment with very real-work risks and lessons.
Richard Bistrong, Former FCPA Violator & FBI/UK Cooperator, CEO - Front-Line Anti-Bribery LLC, USA
Moderator: Simon Osbourne, Chief Executive, ICSA, UK
4.Compliance: The Only Constant is Change
Compliance is in constant change. David Jackman has lived it as three-times a regulator, policy maker and now company chairman. Compliance professionals in all sectors and jurisdictions need to understand how the critical measures of success are changing. David considers how compliance is at a critical point from which it can either find opportunity, or possibly experience a decline. Compliance needs to be aware of the choices it faces and arm itself with the necessary skills and vision.
David Jackman, MA, PGCE, FRGS, FRSA, International Compliance Association, UK
5.Compliance: A Mere Control Function or a Business Enabler?
With the evolution of the Compliance function, this key 2nd line of defence, obviously the complexity in ensuring and effective result has become more onerous. Has the nature of Compliance changed too? Has is become a more strategic matter to consider? And how efficient is this new complex aspect delivered nowadays?
Marios Skandalis, FCCA, CFC, CFE, FICA, FCIS, Director of Group Compliance Division - Bank of Cyprus Group, President - Cyprus Integrity Forum
6.The Compliance Officer of the Future
The role of the Compliance Officer of the future is changing rapidly in the light of trends in risk management models, enhanced risks relating to Conduct, Culture, Ethics and Principles and the need for technology skills, digital tools and advanced methodologies. There is a shift towards compliance professionals becoming strategic advisors to the business and part of the Executive of the organisation. In this session the range of skills needed for such roles that drive efficiencies and culturally and technically evolve the organisation will be evaluated.
Bill Howarth, President, International Compliance Association, UK
7.Practicalities of Corporate Governance and Risk
How organisations need to operationalise corporate governance and embed it. A practical summary of things to consider to reduce risk and provide assurance at board and executive level.
Anna Daroy, Director General of Operations, Institute of Directors, UK
1.Corporate Governance: Modernising Compliance – From a Foundational Program to A Value-Creating Strategic Partner
Compliance as a discipline has grown in significance over the last few years and continues to change. Seen as a strategic partner, compliance should be included in business processes early, and not as a last resource to tick the box. In the UK, compliance is experiencing something of a renaissance; Compliance Heads are now sitting on Boards and the discipline, and department, is now represented in top universities as a career choice and a degree/career option.
Brendan Leddy, Chief Compliance Officer & Head of Risk, Tellimer, UK
2.The Risks in Assessing Risk
Risk assessments have grown increasingly important in compliance programs, but there’s an often over-looked challenge in managing risk: scientific research shows that humans are much worse at understanding risk and probability than we think. This interactive presentation will examine some of the most common mistakes when assessing risk and how to protect your risk management efforts from making them.
Adam Turteltaub, Vice-President of Strategic Initiatives and International Programs, The Society of Corporate Compliance and Ethics, USA
3.Communicating Cyber Risk to the Board
A board’s imperative is to direct, evaluate and monitor the cyber strategy of an organisation and ensure that it is aligned with business strategy and ambitions of the company. Factoring in the dynamic cyber threat landscape and implementing an appropriate cyber security program is a basic fundamental. The board needs to be supported with key metrics, KPI’s and relevant MI to support them in their mission. Communication is key.
Paul C. Dwyer, CEO, Cyber Risk International, Ireland
4.GDPR Almost 2 Years in Force - Experiences and Challenges
Anna Zeiter, Chief Privacy Officer, eBay, Switzerland
5.Practical Solutions for Demonstrating GDPR Compliance
Steve Wright, Interim DPO & GDPR Advisor - Bank of England, ex-DPO - John Lewis Partnership, ex-DPO - Unilever, UK
6.Data Breaches and Compliance with the CRR: A Supervisory View
The presentation will describe the framework developed by the ECB/SSM for identifying data breaches in banks’ reports and non-compliance with the CRD/CRR. It will also explain how this framework fits into the SREP and BCBS239, and also show which tools have been developed and provided to supervisors, and banks, for improving data quality and remediating issues identified. Finally, it will describe which enforcement measures have been implemented.
Giancarlo Pellizzari, Head of Banking Supervision Data Division, European Central Bank, Germany
Anti-financial Crime Function
1. An Update on Recent Changes to OFAC Sanctions Programs
The session will focus on recent changes to economic sanctions programs administered by the U.S. Department of the Treasury’s Office of Foreign Assets Control (OFAC). It will also include a discussion of recent enforcement actions relevant to the financial community as well as a perspective of sanctions compliance programs.
Alexandre B. Manfull, Assistant Director of Sanctions Compliance & Evaluation Division, U.S. Department of the Treasury, USA
2. Practical Challenges in Implementing Sanctions Controls
An overview of the issues facing firms in managing the complex risks of sanctions regimes. What are the obligations? How do firms decide what lists to screen against and what and how to screen? How do firms manage the increasing complex range of sanctions regime on individuals, legal persons, vessels, goods and sectoral sanctions? The session will consider the importance of customer due diligence and sanctions risk assessments and dealing with the pace of change linked to geopolitics.
Pekka Dare, Director of Training, Education and Development, International Compliance Association, UK
3. Money Laundering Europe: Evolution, Trends and Interconnectivity
Since the dawn of the civil society, people have gone to great lengths to hide ill-gotten gains. As the financial system became more complex, the steps to avoid detection had to become more complex as well. How do we draw the distinction between aggressive tax planning and tax evasion? How do we determine where risk limiting business structures end and purposely opaque, sinister structures begin? Where have money launderers “come from”, where are they going, and who have they been serving and are still doing so?
David Wildner, Managing Director & US Head of AML, BNY Mellon, USA
4. Financial Crime Risk Management in Correspondent Banking
I will provide an overview of current trending topics including: Non-resident accounts, overseas governance, cryptocurrency, FinTech and marijuana related businesses. The presentation will include risks, as well as mitigants that financial institutions should consider when providing banking services in this space. Lastly, I will spend a few minutes on financial inclusion and its importance to the industry.
Jeremy Warren, Managing Director and Head of CIB & CB Global Financial Crimes Compliance, J.P. Morgan Chase Bank, USA
Technology in Compliance
1. Ethics and Trust in the Digital Age
Major forces are propelling change in our dynamic world: new technologies and business methods; challenges of sustainability; public demands for accountability and integrity in the private and public sectors. Facing complex change, ethics provides an anchor of fundamental values and public trust. It empowers outcomes that promote the Common Good and thereby renews trust throughout the disruptions of the Digital Age.
Dr. Stavros Thomadakis, Chairman, International Ethics Standards Board for Accountants (IESBA), Greece
2. What Purpose Does Emotional Intelligence serve for Compliance Professionals in a Digital Age?
In a complex, fast-changing digital age, it is not enough for compliance professionals to adopt a command-and-control approach where they simply check whether the rules were followed, often after the fact. Anticipating risks that lie around the corner is critical, and one of the requirements for this is to establish trusted relationships with key stakeholders who can help with building that forward looking view. Emotional intelligence is critical to building those relationships and in a digital age, is essential so that technology exists to support humans, rather than to replace them.
Narayanan Vaidyanathan, Head of Business Insights, ACCA, UK
3. AI & Legal, Regulatory Compliance: New Challenges, New Opportunities
As organizations across sectors increasingly leverage AI technologies, new challenges can emerge in terms of internal and regulatory compliance. The same technologies and services that present such potentially unfamiliar compliance impacts can also be used to help address new regulatory obligations and accelerate the ability of organizations to harness the benefits of AI. This session will look at some of the ways in which different sectors and companies have adapted their businesses and compliance work to address both AI opportunities and challenges.
Jeremy Rollison, Director of EU Government Affairs, Microsoft (Corporate, External & Legal Affairs – CELA), Belgium
4. Procuring RegTech – Best Practices for Sourcing Compliance-related Technology from Third Party Vendors
This session would consider best practices for and provide insight into the entire process of selecting and implementing compliance technology, centred around the role of the compliance function, including:
• Why do it? Function and enterprise efficiencies
• Requirements identification
• Solution identification, assessment and selection
• Negotiating appropriate contract terms
• Establishing objectives, governance and an overall ethos to achieve long term success with a third party vendor’s solution
Mike Pierides, Partner, Morgan Lewis & Bockius UK LLP
5. Recalibrating Directors’ Duties for the Digital Age
Rapid shifts in digital technology are altering the foundations of industry. It falls to boards to take a strategic view of how technology trends will shape their company’s future. Few would disagree with these statements, but the questions they beg are not easily answered. Much has been written about the specific governance implications of new legislation, such as GDPR, but less so about the impact of digital mega-trends on the governance equation. As the online world is infused into the core of the business, do boards have the necessary skills to foresee and evaluate risks and opportunities? How does the board’s responsibility dovetail with that of the executive management team? Should boards aspire to digital savvy in much the same way as they have aspired to diversity? Even more fundamentally, could a failure to prepare adequately for the digital age potentially be a breach of directors’ duties in itself?
Nicholas Moore, Partner, Morgan Lewis & Bockius London LLP
ICA Briefing Session
The best way to learn about how an ICA qualification can boost your career is by attending one of our free global briefing sessions. These sessions give you the opportunity to find out which course is right for you and ask questions about your next steps. Thousands of compliance professionals and those interested in starting out in a compliance career attend these sessions every year before embarking on their learning journey with us. Joins us to find out:
• Which subject matter and qualification level is right for you and you career path?
• Why regulators and employers the world over consider ICA qualifications as the pinnacle of high standards and best practice?
• Your study options (workshops or online) and how are the courses assessed?
• What benefits does ICA membership provide?
• Why is studying for an ICA qualification more important than ever for career progression?