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Modernizing compliance: Moving from value protection to value creation

More than 580 professionals in compliance (21.4 percent), internal audit (35.6 percent), risk management (17.7 percent), C-suite roles outside of compliance (22.6 percent) and corporate board members (2.7 percent) participated in a Deloitte Dbriefs webcast, titled “Modernizing compliance: Moving from value protection to value creation,” on March 30, 2017. Poll respondents largely work in the financial services (45.7 percent) and consumer and industrial products (23.2 percent) industries. https://www2.deloitte.com/us/en/pages/dbriefs-webcasts/events/march/2017/dbriefs-modernizing-compliance-moving-from-value-protection-to-value-creation.html

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Modernizing compliance:
Moving from value protection to
value creation
Deloitte Poll results from March 30, 2017
Copyright © 2017 Deloitte Development LLC. All rights reserved. 2
Methodology
More than 580 professionals in compliance (21.4
percent), internal audit (35.6 percent), risk
management (17.7 percent), C-suite roles outside of
compliance (22.6 percent) and corporate board
members (2.7 percent) participated in a Deloitte
Dbriefs webcast, titled “Modernizing compliance:
Moving from value protection to value creation,” on
March 30, 2017. Poll respondents largely work in the
financial services (45.7 percent) and consumer and
industrial products (23.2 percent) industries.
To replay the Deloitte Dbriefs webcast, visit the
archive online.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 3
Do you expect regulatory enforcement activity to change in your
sector in the next 12 months?
Votes received: 666
Corporate leaders Compliance All
32.4% 17.9%37%48.3% 22.3% 12.8%
Yes - Increase Yes - DecreaseNo
Don’t know/not applicable: Corporate leaders (12.7%); Compliance (16.6%); All (15.6%)
44.1% 14.1%26.1%
Copyright © 2017 Deloitte Development LLC. All rights reserved. 4
How would you describe your organization’s current compliance
and regulatory efforts?
Votes received: 681
Don’t know/not applicable: Corporate leaders (18%); Compliance (13.8%); All (14.8%)
Value-creating:
Compliance team is seen as a strategic advisor
that offers predictive insights and greater
efficiency through the use of RegTech (cognitive
compliance, risk sensing, automation/robotics,
etc.)
Modernized:
Compliance team uses advanced analytics,
and is involved/integrated in strategic
decision-making
Foundational:
Compliance team is focused on preventing,
detecting, responding to and remediating risk,
offering backward-looking analysis and reports,
leveraging no analytics or RegTech tools
All
Corporate
leaders
Compliance
professionals
56.6%
52.3%
18.3%
19.8%
11.4%
9.9%
11%
55.5%
18.6%
Copyright © 2017 Deloitte Development LLC. All rights reserved. 5
What do you anticipate to be the biggest challenge to
modernizing your organization’s Compliance function in the next
12 months?
Votes received: 673
Lack of technological capabilities
(cognitive compliance, risk sensing,
automation/robotics, etc.)
Lack of board, C-suite, or business
support
Lack of talent with the required
background, skills, and competencies
Lack of analytical capabilities (lack of
data, data integrity issues, etc.)
Lack of processes to support
modernization efforts
Don’t know/not applicable: Corporate leaders (15.3%); Compliance (13.8%); All (16.5%)
Corporate leaders Compliance All
17.2%
16.9%
17.3%
12.9%
10.5%
24.1%
24.1%
11.5%
9.2%
27% 23.7%
13.3%
19.1%
18.5%
8.6%
Copyright © 2017 Deloitte Development LLC. All rights reserved. 6
Votes received: 1,023
Which do you think would be the biggest benefit of modernizing
your organization’s Compliance function in the next 12 months?
Reduction in fines,
penalties, corrective
actions, or legal costs
due to earlier detection
of possible compliance
violations
Meaningful, often
predictive, insights
provided by compliance
teams, in addition to
backward-looking
analysis and reports
Cultivation of a
consistent, organization-
wide ethical culture that
makes compliance more
of a built-in behavior
Improved efficiency of
Compliance function and
reduced costs related to
it
Better integration of
regulatory and
compliance concepts in
business strategy
Corporate leaders Compliance All
Don’t know/not applicable: Corporate leaders (14.2%); Compliance (8.8%); All (10.1%)
18.6%27.2%17.7% 20.6% 18.6% 22%8.2% 18.4% 18.6%7.1% 7.9% 24.9% 19.1% 19.4% 18.5%

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Modernizing compliance: Moving from value protection to value creation

  • 1. Modernizing compliance: Moving from value protection to value creation Deloitte Poll results from March 30, 2017
  • 2. Copyright © 2017 Deloitte Development LLC. All rights reserved. 2 Methodology More than 580 professionals in compliance (21.4 percent), internal audit (35.6 percent), risk management (17.7 percent), C-suite roles outside of compliance (22.6 percent) and corporate board members (2.7 percent) participated in a Deloitte Dbriefs webcast, titled “Modernizing compliance: Moving from value protection to value creation,” on March 30, 2017. Poll respondents largely work in the financial services (45.7 percent) and consumer and industrial products (23.2 percent) industries. To replay the Deloitte Dbriefs webcast, visit the archive online.
  • 3. Copyright © 2017 Deloitte Development LLC. All rights reserved. 3 Do you expect regulatory enforcement activity to change in your sector in the next 12 months? Votes received: 666 Corporate leaders Compliance All 32.4% 17.9%37%48.3% 22.3% 12.8% Yes - Increase Yes - DecreaseNo Don’t know/not applicable: Corporate leaders (12.7%); Compliance (16.6%); All (15.6%) 44.1% 14.1%26.1%
  • 4. Copyright © 2017 Deloitte Development LLC. All rights reserved. 4 How would you describe your organization’s current compliance and regulatory efforts? Votes received: 681 Don’t know/not applicable: Corporate leaders (18%); Compliance (13.8%); All (14.8%) Value-creating: Compliance team is seen as a strategic advisor that offers predictive insights and greater efficiency through the use of RegTech (cognitive compliance, risk sensing, automation/robotics, etc.) Modernized: Compliance team uses advanced analytics, and is involved/integrated in strategic decision-making Foundational: Compliance team is focused on preventing, detecting, responding to and remediating risk, offering backward-looking analysis and reports, leveraging no analytics or RegTech tools All Corporate leaders Compliance professionals 56.6% 52.3% 18.3% 19.8% 11.4% 9.9% 11% 55.5% 18.6%
  • 5. Copyright © 2017 Deloitte Development LLC. All rights reserved. 5 What do you anticipate to be the biggest challenge to modernizing your organization’s Compliance function in the next 12 months? Votes received: 673 Lack of technological capabilities (cognitive compliance, risk sensing, automation/robotics, etc.) Lack of board, C-suite, or business support Lack of talent with the required background, skills, and competencies Lack of analytical capabilities (lack of data, data integrity issues, etc.) Lack of processes to support modernization efforts Don’t know/not applicable: Corporate leaders (15.3%); Compliance (13.8%); All (16.5%) Corporate leaders Compliance All 17.2% 16.9% 17.3% 12.9% 10.5% 24.1% 24.1% 11.5% 9.2% 27% 23.7% 13.3% 19.1% 18.5% 8.6%
  • 6. Copyright © 2017 Deloitte Development LLC. All rights reserved. 6 Votes received: 1,023 Which do you think would be the biggest benefit of modernizing your organization’s Compliance function in the next 12 months? Reduction in fines, penalties, corrective actions, or legal costs due to earlier detection of possible compliance violations Meaningful, often predictive, insights provided by compliance teams, in addition to backward-looking analysis and reports Cultivation of a consistent, organization- wide ethical culture that makes compliance more of a built-in behavior Improved efficiency of Compliance function and reduced costs related to it Better integration of regulatory and compliance concepts in business strategy Corporate leaders Compliance All Don’t know/not applicable: Corporate leaders (14.2%); Compliance (8.8%); All (10.1%) 18.6%27.2%17.7% 20.6% 18.6% 22%8.2% 18.4% 18.6%7.1% 7.9% 24.9% 19.1% 19.4% 18.5%
  • 7. Copyright © 2017 Deloitte Development LLC. All rights reserved. 7 Shelley Pfaendler Public Relations Deloitte Services LP spfaendler@deloitte.com Full press release available on Deloitte.com Media contact
  • 8. The statements in this report reflect the aggregation of poll responses and are not intended to reflect facts or opinions of any entities. All data, charts and statistics referenced and presented, as well as the representations made and opinions expressed, unless specifically described otherwise, pertain only to the participants and their responses to the Deloitte poll. The information obtained during the poll was taken “as is” and was not validated or confirmed by Deloitte. This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. Copyright © 2017 Deloitte Development LLC. All rights reserved.