DESIGNING MANAGEMENT SYSTEMS FOR CRIMINAL COMPLIANCE UNE 1960:2017
Understanding the organisation, configuring the necessary resources to neutralise the risks of criminal liability, and mainstreaming the system across the business culture.
CRIMINAL COMPLIANCE AUDIT
Assessing the degree of compliance or noncompliance with applicable criminal requirements of specific business transactions of all or part of an organisation’s activity.
REVIEW OF MANAGEMENT SYSTEMS FOR CRIMINAL COMPLIANCE
Reviewing criminal compliance management systems, assessing their effectiveness in neutralising risks of criminal liability, the efficiency of the resources proposed to achieve it and possible recommendations for improvement.
ADAPTATION OF OTHER RISK SYSTEMS TO CRIMINAL COMPLIANCE
Adapting management systems for other risks already embedded in the organisation (i.e. reputational, regulatory) to the neutralisation of corporate risks of criminal liability.
UPDATE OF SYSTEM RESOURCES
Reviewing resources comprising the criminal compliance management system and adapting or updating any elements that require so for reasons of obsolescence, or organisational or regulatory changes.
LEADERSHIP AND TRAINING
Training and awareness programmes in the criminal compliance management system aimed at governing bodies, compliance committee, senior management and employees within the organisation.
SELECTION AND TRAINING OF COMPLIANCE OFFICERS
Selecting professionals to form the compliance committee (role of compliance officer) required by the organisation, to be integrated into its structure or to perform the responsibilities externally.
WHISTLE-BLOWER CHANNEL MANAGEMENT
Managing the whistle-blower channel and conducting the necessary internal investigations to verify the claim, put an end to criminal activity and pre-establish evidence.
Identifying insurable business risks and possibilities of establishing policies to neutralise procedural risks, protect against defence costs or adopt precautionary measures.
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