The role of chief compliance and ethics officer continues to evolve rapidly and increase in profile, so we have a unique opportunity to define our jobs even as we seek ways to do them better. Council members explore these questions and more:
- Are we insiders or outsiders?
- How do we gain departmental independence and empowerment?
- What is the best way to work with legal, HR, and other key functions?
- What are emerging risks and trends?
Companies & Members - Compliance and Ethics Council
- Abu Dhabi National Oil Company
- Air France - KLM
- Andritz AG
- Astellas Pharma Europe Ltd
- Baxter Healthcare Ltd
- Borealis AG
- CRH plc
- Fortum Corporation
- Fresenius Medical Care AG & Co KGaA
- HSBC Holdings plc
- INEOS Styrolution Europe GmbH
- International Committee of the Red Cross
- Lockheed Martin Corporation
- Merck KGaA
- Novartis International AG
- Pepsi-Cola International Ltd.
- TOTAL S.A.
- UniCredit Group
Enduring relationships with trusted peers are the core of the council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and extend the value of council membership. Confidential peer dialogue provides you with a broader perspective and shared experiences, as well as access to specific knowledge and best practices. Council membership benefits:
- Collective problem solving that puts your issue on the agenda
- Benchmarking through regular surveys of council members about relevant company practices
- Multifunctional insights generated by the wealth of perspectives gathered from over 100 councils (covering more than 50 functions) that work together across geographiesVirtual communities that extend learning opportunities through a variety of online forums and other resources
The benefit of a group like this is that you have like-minded people at our level, where you can sit and talk about what is important to us, our pain points, and we come from different backgrounds, we have different companies represented and we have the same problems. We talk about the practicalities and realities behind the business. If I can help someone in the group I am working with, who is struggling with a certain issue, I'm more than happy to share what we did, pain points we went through and what I’d do better the next time. I think that’s what the Council does, you have that cross-sharing of ideas that you can then use, whichever way you want to.
Susan de Becker, Global Compliance Enablement, Cisco Systems
We're a member of quite a number of initiatives, but this one really stands out. It's one of the rare ones where you get the opportunity to meet with senior colleagues at the same level, who are very open and very prepared to help share and collaborate on a whole host of issues in a very safe environment. One thing that we have found consistently in the council is that a lot of issues we have to deal with from an ethics and compliance perspective are probably 95% of the time challenges that other council members either have had to face or dealt with successfully. Almost a year ago we were able to get very good advice from two Global Fortune 500 companies who are council members about an experience they had had with a particular vendor. We put them through an RFP and a tender and they were rated the top and to be honest we've been very impressed with the implementation and the speed. I'm also actually pleased to know following that feedback a number of other council members have also decided to use a similar tool and technology.
Shahzad Khan, Head of Group Ethics & Compliance,Mubadala, Chair, Compliance and Ethics Council
- Ethical leadership
- Generation Z
- Hiring the right people
- ISO certification
- Comms: crisis management
- Operating Model of E&C - centralized v de-centralized; corporate v assets
- Policies & Procedures: operationalization and moving towards principle-based policies