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.

• 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

• Board members
• Compliance officers
• Executives and senior management
• Internal auditors
• Legal advisors
• Risk officers
• Business managers