Risk and Compliance

Detecting and preventing financial crime – a huge challenge for Swiss banks

The global significance of the Swiss financial center has made it a focus of efforts to combat organized crime and money laundering. Banks and public authorities are finding themselves faced with a variety of challenges as a result. A new study by KPMG identifies areas where action needs to be taken.

The power of the cloud: mitigate risks and embrace opportunities

Cloud computing is driving digital transformation. And it’s the engine behind the Internet of Things (IoT). Still, executives are reluctant to fully embrace cloud technology. Our white paper “The Power of the Cloud” offers insight into the risks and the opportunities when adopting cloud solutions.
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Fight corruption and stay compliant with new global standard ISO 37001

Globalization poses greater challenges for Anti-Bribery and Corruption compliance than ever before. Now any organization, regardless of size, sector or jurisdiction can certify its anti-bribery management system to an internationally recognized standard and join the effort to combat corruption.
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The new ISO standard on anti-bribery management systems

The wait is finally over. On 15 October 2016, the International Organization for Standardization published the much-awaited ISO 37001 standard on anti-bribery management systems. The world of anti-corruption experts is abuzz with predictions on the importance and likely impact of the new standard.
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Evolution or revolution for Swiss insurers?

The word ‘change’ conjures up a myriad images and expectations. For some, it represents a threat. For others, it is possibility and potential. Which one it turns out to be for Swiss non-life insurers depends on how they grasp the need for transformation amid current challenges to the status quo.
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Why a strong corporate culture matters more than ever

The constant reports of misconduct highlights how banks and their supervisors are still struggling to get to grips with corporate culture and conduct. Culture and conduct starts from the top, but it must be reinforced by the tone at the middle, and critically the tone at the customer front line. How do you embed a ‘good’ culture in your organization?
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