Will increasing revenue shortfalls faced by governments impact prosecutorial priorities? And how should those who assess risks take this into account in deploying C&E mitigation strategies for their companies?
The concept of “soft power” is well known in the world of international relations. In this column, Featured Risk Assessment Columnist Jeff Kaplan explores its potential application to the realm of culture and corporate compliance.
Written by Scott Gracyalny of Protiviti, this article defines GRC, provides insights into developing a value proposition specific to your business context, and articulates measured steps toward evolving integrated GRC practices.
This article, by three authors from Steptoe & Johnson, presents an overview of some of the particular issues and challenges that companies may face in conducting internal investigations in the area of export controls and economic sanctions compliance.
by Thomas Fox, FCPA Compliance Attorney
In order to assess any risk a company must have a framework in place to begin this analysis. The benefits of a risk-based compliance system are clear. To make this risk-based determination, a company must institute a structure to make an appropriate assessment.
Important Monday morning links from the world of GRC, including a study that describes how “better” corporate governance may have actually made banks riskier.
Fair Isaac Inc. is hosting a conference on decision management this March in New York City titled InterACT 09. The conference showcases expert guides of the new risk landscape. CCI offers up a preview, plus a video from Fair Isaac CEO Mark Greene.
Among the many links in this week’s Compliance Blog Roundup, Audit Trail sat down with two financial experts to get their take on what to expect once Mark Shapiro takes charge as the new Chair of the SEC.
In this week’s edition of Compliance News Headlines, we highlight a story about the new CEO and CFO at Satyam, who have been given legal immunity, as well as a story that wonders where were the ethics officers at Madoff, Merrill Lynch, and others?
by Karen Wilson — Managing Partner, Citadel Compliance LLC
The recent massive accounting fraud at Indian outsourcing giant Satyam has focused attention on risks associated with outsourcing. The Satyam case offers multiple lessons for companies considering outsourcing. Risks are not limited to the financial wherewithal of the outsourcer. Because the outsourcer controls key business operations of the client and interfaces directly with the client’s customers, often from offshore sites, regulatory risks associated with these services can be magnified. This article examines trends in the outsourcing industry and changes in services and delivery models that have a direct impact on the client’s compliance with laws.
The outsourcing trend remained strong in 2008. At $360 billion annually and growing, outsourcing’s appeal is not limited by business type or size and thrives despite, or because of, challenging economic conditions.
American companies and government agencies historically have outsourced low-value operations to reduce expenses, realign resources, and shift risks. Businesses are drawn to the appeal of shifting so-called “non-core’ business operations to a third party who will improve the balance sheet and guarantee cost reductions and access to leading-edge technology and innovation. For some, outsourcing is the answer to poorly managed operations that sap resources and distract attention from the business. In outsourcing parlance, this is known as “your mess for less.” European companies have embraced outsourcing as well. In 2007, Europe outpaced the U.S. for the first time in the number of new IT outsourcing deals and that trend continued in 2008. Mergers between outsourcing competitors in 2008 should spawn better capabilities and stronger competition in the future. Major outsourcers and their specialties include:
