1. Evolution not revolution Trends in Compliance functions Kirsty Searles

2. © 2015 Deloitte LLP. All rights reserved. Evolution not revolution1 © 2015 Deloitte LLP. All rights reserved.

3. Evolution not revolution2 © 2015 Deloitte LLP. All rights reserved.

4. What are the qualifications/experience of your compliance team? Evolution not revolution3

5. © 2015 Deloitte LLP. All rights reserved. How would you describe the structure of your compliance team? Evolution not revolution4

6. © 2015 Deloitte LLP. All rights reserved. Evolution not revolution5

7. © 2015 Deloitte LLP. All rights reserved. Which of the following topics are perceived as posing the greatest compliance risk to your organisation? Evolution not revolution6

8. © 2015 Deloitte LLP. All rights reserved. Compliance risk assessments involve broad based input from business with a strong legal input. Who of the following are involved in the identification of your organisation’s compliance risks? Evolution not revolution7

9. © 2015 Deloitte LLP. All rights reserved. A range of different approaches are used with most organisations deploying multiple approaches How are your organisation’s compliance risks identified? Evolution not revolution8

10. © 2015 Deloitte LLP. All rights reserved. Key ways to secure investment 01/ 02/ 03/ Alignment to strategy Ensuring that compliance is an integral part of business strategy Risk awareness Increasing awareness of compliance risk exposure Risk appetite Having a low appetite for compliance risk exposure Securing investment in compliance Evolution not revolution9

11. © 2015 Deloitte LLP. All rights reserved. Evolution not revolution10

12. © 2015 Deloitte LLP. All rights reserved. What are the key challenges you are facing in developing and embedding a compliance culture? Evolution not revolution11

13. © 2015 Deloitte LLP. All rights reserved. Evolution not revolution12 Principles for driving cultural change Successful cultural change requires principles to be acted on and levers to be pulled Leadership at all levels is required Align the organisation levers to drive the desired behaviour Use the wealth of data you have If it is not linked to value outcomes, you shouldn’t be doing it Culture should be aligned to business strategy and direction Built and shaped by leadersValue and beliefs that work below the surface Leverage your existing cultural strengths to change culture Changing ‘what you can see’ will help you change what’s below the surface Channel – messaging (comms image) Focus change – individual, team and organisation Use your organisational levers

14. © 2015 Deloitte LLP. All rights reserved. How do you assess the maturity of the compliance culture within your organisation? Evolution not revolution13

15. © 2015 Deloitte LLP. All rights reserved. Evolution not revolution14

16. © 2015 Deloitte LLP. All rights reserved. Respondents ranked “enabling better informed risk/decision making” and “championing cultures/values in the organisation” as the top ways Compliance brings value to the business Evolution not revolution15

17. © 2015 Deloitte LLP. All rights reserved. Enhancing the impact of Compliance Communication strategies and brand most commonly highlighted as mechanisms deployed to enhance Compliance’s impact Respondents ranked “enabling better informed risk/decision making” and “championing cultures/values in the organisation” as the top ways Compliance brings value to the business Evolution not revolution16

18. © 2014 Deloitte LLP. All rights reserved. Questions? Evolution not revolution17

19. © 2014 Deloitte LLP. All rights reserved. Kirsty Searles Partner Governance & Compliance Deloitte LLP 2 New Street Square London EC4A 3BZ United Kingdom Tel/Direct +44 (0) 207 007 2823 Mobile +44 (0) 7770 220832 kasearles@deloitte.co.uk www.deloitte.com Thank you Evolution not revolution18

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