compliance
April 15, 2019 Norman D. Marks, CPA, CRMA Budgeting and Auditing, Business and Legal Issues, Corporate Governance, Finance and Accounting, Financial Compliance / Planning / Management, IT, Privacy and Security, Leadership and Management, Network, Systems and Data Security, Software Acquisition, Implementation and Maintenance,
The Open Compliance and Ethics Group (OCEG) recently published the 2019 OCEG GRC Technology Strategy Report.
compliance, governance, internal audit, objectives, policy management systems, risk to objectives, software for GRC, strategy
March 5, 2019 Occasional Contributors Business and Legal Issues, Corporate Governance, Fraud and Corruption, Leadership and Management,
Corporate criminal liability in Canada was expanded in 2013 following the R. v. Pétroles Global decision, which established that the “directing minds” of the corporation may be seated in the persons of middle management for purposes of establishing criminal liability of the company.
bribery, compliance, corporate officers, corruption, criminal liability, regulatory compliance and enforcement, SNC-Lavalin
January 14, 2019 Norman D. Marks, CPA, CRMA Accounting Systems and Controls, Backup and Disaster Planning, Business and Legal Issues, Corporate Governance, Finance and Accounting, IT, Privacy and Security, Leadership and Management, Sales, Marketing and Operations,
One of the findings in a new report by Deloitte, their 2018 Global Chief Audit Executive research survey, is that only 33% of CAEs believe their function is seen positively.
compliance, internal audit, risk
January 9, 2019 Apolone Gentles, JD, CPA,CGA, FCCA, Bsc (Hons) Accounting Systems and Controls, Budgeting and Auditing, Business and Legal Issues, Finance and Accounting, Leadership and Management,
In a perfect world, internal controls would be 100% effective once implemented. In reality, organizations needs multiple lines of defense or barriers to guard against the risk that they will not achieve their objectives. The internal audit function is the last of three lines of defense recommended by the Institute of Internal Auditors (IIA) in […]
Apolone Gentles, compliance, control, governance, risk, The IIA, The Institute of Internal Auditors, The Three Lines of Defense Model
October 30, 2018 Occasional Contributors Accounting Systems and Controls, Business and Legal Issues, Corporate Governance, Finance and Accounting, Sales, Marketing and Operations,
On October 1, 2018, the Delaware Court of Chancery released its decision in Akorn, Inc. v. Fresenius Kabi AG, finding for the first time that a buyer had properly terminated a public company merger agreement based on the occurrence of a “material adverse effect” (sometimes also referred to as a “material adverse change,” “MAC” or “MAE”).
compliance, data integrity, material adverse change, merger agreement
May 30, 2018 Norman D. Marks, CPA, CRMA Business and Legal Issues, Competition, Corporate Administration, Corporate Governance, Leadership and Management, Sales, Marketing and Operations
GRC is “the integrated collection of capabilities that enable an organization to reliably achieve objectives, address uncertainty and act with integrity”. A new Guide from OCEG, A Practical Guide About GRC Metrics and Measurement, says, a major part of GRC is about “break[ing] down silos between governance, strategy, performance management, risk management, compliance management, internal audit and other departments”.
compliance, GRC, GRC guidance from OCEG, internal auditing, metrics and measurement, risk
May 28, 2018 Ethics &Compliance Matters ™, Navex Global ® Business and Legal Issues, Corporate Administration, Corporate Governance, Leadership and Management, Sales, Marketing and Operations
Just as a brand isn’t what the company says about itself, but what other people say about the company, employee behavior is the final expression of your E&C marketing program’s success.
compliance, corporate culture, culture of ethics, ethics, ethics and compliance, internal compliance, marketing, training and communications program
April 16, 2018 Ethics &Compliance Matters ™, Navex Global ® Business and Legal Issues, Competition, Corporate Administration, Corporate Governance, Financial Compliance / Planning / Management, Fraud and Corruption, Leadership and Management, Privacy Compliance and Management
To be wildly effective, compliance officers should have a positive working relationship with the other functions in the business, especially Legal, Audit and Human Resources.
beyond compliance, compliance, compliance strategy, corporate strategy, wildly effective compliance officers
November 27, 2017 Ethics &Compliance Matters ™, Navex Global ® Accounting Systems and Controls, Business and Legal Issues, Finance and Accounting, Financial Compliance / Planning / Management, IT, Privacy and Security, Leadership and Management, Network, Systems and Data Security, Systems and Data Management
Investment decisions are strategic. They are based on a business case and cost/benefit analysis. Expense decisions are more tactical, and are often associated with things an organization must do to keep running – like meet a regulatory requirement so they can check the box.
compliance, compliance culture, cyber security, data protection, healthy workplace culture, risk assessment, strategic compliance
August 28, 2017 Ethics &Compliance Matters ™, Navex Global ® Business and Legal Issues, Corporate Administration, Corporate Governance, Finance and Accounting, Leadership and Management, Payroll and Personnel Management, Sales, Marketing and Operations
Having too many policies can burden your organization, but having too few exposes it to unnecessary risk. That means we need to prioritize which policies we will develop (or revise) first.
company culture, company values, compliance, Health and Safety, operations, Policies, policy development, regulatory obligations, risk and liability
July 24, 2017 Ethics &Compliance Matters ™, Navex Global ® Business and Legal Issues, Competition, Corporate Administration, Corporate Governance, E-Commerce, Finance and Accounting, Financial Compliance / Planning / Management, Intellectual Property, IP, IT, Privacy and Security, Privacy Compliance and Management, Sales, Marketing and Operations, Social Media/Social Networking
I recently read an article in the Winter 2017 MIT Sloan Management Review, Mastering the Market Intelligence Challenge (Chari, Luce & Thukral). In this work, the authors address how “many multinationals simply import their domestic models into emerging markets.” And whilst this work is directed towards those who deal with market intelligence in emerging markets, the conclusions drawn are equally applicable to those who face compliance challenges in such frontier regions.
business risks, compliance, due diligence, economy, emerging markets, market intelligence, marketing, risk, risk intelligence, risk management, strategic assets
June 19, 2017 Ethics &Compliance Matters ™, Navex Global ® Business and Legal Issues, Corporate Administration, Corporate Administration and Legal Matters, Corporate Governance, Leadership and Management, Not for Profit, Volunteers and Employee Relations
All of these tips seek to offer ways to make policies and procedures better, but the most important tip is that policies and procedures should not be managed in a vacuum. They are an important element of an effective compliance program without regard to what compliance guidance your organization follows. Ignoring policies can negatively impact compliance conduct, training, monitoring and auditing, investigations – and most importantly and ultimately – the reputation of an organization.
compliance, Foreign Corrupt Practices Act, harassment claims, harassment policy, Policies, policies and procedures, policy management systems, policy statement
September 2, 2014 Jeffrey Sherman Anti-spam, Do-not-Call, Business and Legal Issues, Corporate Administration, Corporate Governance, E-Commerce, IT, Privacy and Security, Privacy Compliance and Management, Sales, Marketing and Operations, Social Media/Social Networking, Systems and Data Management
It should be clear that managing your anti-spam obligations will mean modifying your information technology processes. The CRTC has created comprehensive anti-spam guidelines that demonstrate some of the ways IT will be involved…
anti-spam, auditing, Canada anti-spam legislation, Canadian Radio-television and Telecommunications Commission, CASL, commercial electronic message, complaint-handling, compliance, corrective action, CRTC, CRTC guidelines, Information Technology PolicyPro, ITPP, monitoring, policies and procedures, record keeping, risk assessment, senior management, social media, training, written policy
November 18, 2013 Adam Gorley Corporate Governance, IT, Privacy and Security, Not for Profit
Starting November 30, 2013, British Columbia’s government will waive the $20 criminal record check fee for not-for-profit organizations that participate in a program that also offers free expert advice. Under BC law, employers in the volunteer and not-for-profit sector must obtain criminal record checks for job and volunteer candidates if they will work with children or vulnerable adults. The province’s criminal record check program aims to alleviate the financial burden associated with the law.
background check, BC, BC Criminal Records Review Act, Bill 11, British Columbia, compliance, criminal record check fee, criminal record check verification, criminal record checks, Criminal Records Review Act, Criminal Records Review Amendment Act, employee criminal record checks, employment background checks, employment law, employment-related record checks, job applicant, job candidate, police checks, police record checks, portable criminal record check, portable record check, redundant check, risk assessment, volunteer, volunteer candidate, vulnerable adults, vulnerable sector, working with children, working with vulnerable persons
November 4, 2013 Jeffrey Sherman Corporate Governance, IT, Privacy and Security, Sales, Marketing and Operations
One of the key elements needed to ensure accountability is reporting the right statistics and metrics. Each user department is responsible for ensuring that its information technology needs are addressed, and the IT department is responsible for providing overall cost-effectiveness, quality and coordination. The IT department can play its role by ensuring that IT metrics are captured and disseminated. User departments and the IT department must both be involved; neither may be permitted to abdicate its responsibilities.
benefits delivery, COBIT 5, compliance, data capacity, estimating resource requirements, future functional requirements, governance framework, implementation, Information Technology PolicyPro, IT accountability, IT compliance, IT controls, IT department, IT governance, IT infrastructure, IT measurement, IT planning, IT priorities, IT strategy, ITPP, managing relationships, metrics, needs evaluations, network capacity, planning cycle, planning process, priorities, processing requirements, processor memory, resource capacity, resource optimization, resource usage, risk optimization, statistics, systems requirements, technical support, upgrading IT infrastructure, user support
