This article by Steven Barth and Joshua Agen of Foley & Lardner discusses some of the corporate governance issues that boards of directors may confront in addressing the risks and opportunities arising out of this “new normal.”
New featured article by Luis Ramos, Chief Executive Officer for The Network. As with many situations of adversity, the current economic downturn presents an opportunity for a Chief Compliance Officer (CCO) to strengthen their company’s ethics and compliance programs.
By Paul Liebman — Chief Compliance Counsel at Dell
Those of us who have been in ethics and compliance roles for a long time know that we wear many hats. Sometimes, we serve in a “Army Corps of Engineers”-type role, building out the structure (the roads and bridges as it were) of the programs. Other times, we act in a “Police Department”-type role, investigating the facts and allegations of ethical or legal breaches.
However, perhaps the most important role we serve, at times, is that of “Corporate Clergy”. In this role, we advise business leaders, and leaders in other administrative functions (e.g., Human Resources, Internal Audit, Legal and Finance — collectively our corporate partners) on what it means to be ethical and legal.
We advise on what compliance really means.
