Compliance into the Weeds is the only weekly podcast which takes a deep dive into a compliance related topic, literally going into the weeds to more fully explore a subject. In this episode Matt Kelly and Tom Fox take a look the recently released FCPA Resource Guide, 2nd edition; released jointly last week by the Department of Justice and Securities and Exchange Commission.
Resources
From Tom, check out his five part blog post series on the new FCPA Resource Guide on the FCPA Compliance and Ethics Blog.
For a copy of the FCPA Resource Guide, 2nd edition, click here.
Day: July 7, 2020
The Compliance Life details the journey to and in the role of a Chief Compliance Officer. How does one come to sit in the CCO chair? What are some of the skills a CCO needs to success navigate the compliance waters in any company? What are some of the top challenges CCOs have faced and how did they meet them? These questions and many others will be explored in this new podcast series. Over four episodes each month on The Compliance Life, I visit with one current or former CCO to explore their journey to the CCO chair. This month, my guest is Scott Sullivan, the Chief Integrity and Compliance Officer at Newmont Mining. Scott Sullivan is a versatile and innovative governance, risk, compliance, ethics and legal executive with significant experience advising C-suite leaders and Boards of Directors in a global enterprise in a wide array of sensitive, high profile subject matter areas. He has extensive leadership in designing, implementing and enhancing world-class programs and favorably resolving regulatory crises for multinationals. He has managed ethics and compliance for a $5B global Fortune 500 corporation, directing a Business Integrity & Compliance function impacting 20,000 employees in over 55 countries with over 100 legal entities.
In this first episode, we consider what does empathy mean in the context of being a CCO? Why does a CCO need empathy? They are often seen as the Conscience of the Company, the Moral Compass, and Doing What is Right – consequences otherwise damaging to company, relationships, etc. When does a CCO have to say ‘No’? Your goal is rarely and it you say no, it means no. How does empathy relate to communications? A CCO needs to understand/walk in someone’s shoes.
Sundaraparipurnan Narayanan discusses perceptions of #corruption #risk changing in the current environment in #Japan and risks caused by #Covid19 with Daisuke Yuki https://lnkd.in/dGJkM9B #NexdigmOnABAC #NexdigmABAC
Most companies fully understand the need to comply with the requirements around third-parties as they represent the greatest risks for bribery and corruption. However, most companies are not created out of new cloth but are ongoing enterprises with a fully up and running business in place. This means they may need to bring resources to bear to do so while continuing operating an ongoing business. This can be particularly true in the area of performing due diligence on third-parties. Many companies understand the need for a robust due diligence program to investigate third-parties but have struggled with how to create an inventory to define the basis of third-party risk and, thereby, perform the requisite due diligence required.
Getting your arms around due diligence can sometimes seem bewildering for the compliance practitioner. The information that you gathered in Steps 1-Business Justification and 2-Questionnaire of the third-party management process should provide you with the initial information to consider the level of due diligence needed. This leads to Step 3 of the third-party management process: due diligence. The 2020 Resource Guide stated, “as part of risk-based due diligence, companies should understand the qualifications and associations of its third-party partners, including its business reputation, and relationship, if any, with foreign officials. The degree of scrutiny should increase as red flags surface.”
Three key takeaways:
- Risk rank your third-parties and use this as a basis to begin with an adequate level of due diligence.
- Any red flags which appear must be cleared and there must be documented evidence of such clearance.
- There must be documented evidence of review of the due diligence.
Sundaraparipurnan Narayanan discusses regulatory and #compliance changes in govt touch points caused by Covid-19 with Bruno Cova from Delfino e Associati Willkie Farr & Gallagher LLP Studio Legale. Listen to our full #podcast at https://lnkd.in/dWrT-Ne #NexdigmOnABAC #NexdigmABAC
Listen to Brian Burke of Shearman & Sterling LLP speaking to Sundaraparipurnan Narayanan on potential anti-corruption issues arising out of govt contracts in the current times as a part of our Global #antibribery and #Corruption Insight Series. Listen to the full conversation at https://lnkd.in/dq45T7a #NexdigmOnABAC #NexdigmABAC
Welcome to the newest addition to the Compliance Podcast Network, Compliance and Coronavirus. In this episode, I visit with Paul Sanders who is a Certified FocalPoint Business Coach and Corporate Trainer. We consider what that means for a business person during Covid-19. We are now in the reopening stage of business, literally across the county and explore how Paul sees the steps a business leader needs to take: Reset, Restart and Accelerate.For more information on Paul Mueller, check out his LinkedIn Profile here and check out his company website here.
On this special bonus episode of The Ethics Experts, we speak with Emily Firth about how COVID-19 will change the way employees see their employers, and how an employer’s authenticity is paramount to workplace culture.
Check out more episodes, and don’t forget to subscribe on your favorite podcast platform!
Tom Fox and Lisa Ryan, this week’s guest, are both members of C Suite Radio and the National Speakers Association. Lisa spent 20 years in sales before embarking on her entrepreneurial journey in 2010. She brings a unique perspective to the subject of employee engagement, seeing it as an essential skill that leaders need to have.
An Essential Skill
In Lisa’s view, employee engagement is greater productivity, greater institutional justice, better health and safety, and many other ways of enhancing workers’ lives. As such, leaders should see improving engagement as an essential skill. “When that business owner can make that connection with their employees,” Lisa points out, “that employee is going to give a lot more effort.”
A Critical Part of Compliance and Corporate Culture
Tom comments, “If you focused on employee engagement, you would go a long way towards creating a viable and vibrant speak up culture and creating a two way street of communication.” Lisa agrees. She adds that people want to feel safe and know that if they approach their boss with a problem, their boss is going to take action on it. We’re wired for justice, she says. As such, engagement is a critical part of compliance.
“Company culture took a long time to develop, and it’s not changing overnight,” Lisa says. When a company makes the decision to focus on improving engagement, they must first assess where they are and then be committed to taking strategic steps towards their long-term goal. She shares how she helps clients to make those changes, and emphasizes that culture change must start at the top then go through every department of the organization.
On Curiosity
Tom says that one of the key characteristics compliance professionals must possess is curiosity.
He asks Lisa to talk about her blog post about curiosity around relearning an old skill. She responds, “Sometimes we have so much knowledge of the things that we can do and then we go and chase that next shiny object… that what we were doing before that was totally working, that was totally part of our skill set, just kind of fades off to the background… So there’s always that being a constant student, not only of the new technology, …but also knowing that there was a lot of that foundation that we came from that we don’t necessarily want to leave behind.”
Resources
LisaRyanSpeaks.com
Lisa@Grategy.com
Lisa Ryan on LinkedIn | Facebook | YouTube
