Lieve Lowet

Lieve Lowet

EU Affairs consultant and lobbyist

The European Green Deal and the Review of the Non-Financial Reporting Directive

24 February 2020
Knowledge Base

One of the 50 initiatives announced in the Commission’s Communication on the European Green Deal of 11 December 2019, is the review of the Non-Financial Reporting Directive (NFRD) (Directive 2014/95/EU) planned for Q4 2020. The NFRD requires large companies, including banks and insurers, to report information regarding the environment, social and employee issues, human rights, and bribery and corruption, on an annual basis. Companies have been required to include non-financial statements in their annual reports for the first time in 2018, for information covering the 2017 financial year. The NFRD covers approximately 6,000 large companies and groups across the EU. The NFRD amends the accounting directive 2013/34/EU. The NFRD should ensure that investors are better informed about the sustainability of their investments. It should also ensure that civil society and other interested parties have access to the information they need to hold companies to account for their impacts on society and the environment, avoiding an accountability deficit. At the same time the NFRD should not impose excessive reporting obligations on companies but encourage companies to develop a responsible approach to business. 

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WOW Moments in Compliance (Part 2)

21 February 2020
Knowledge Base

by Geert Vermeulen

Often ethics & compliance officers only end up in the news when things have gone wrong. Many people don’t realise that ethics & compliance officers also prevent numerous crimes and unethical practices, sometimes at the risk of being fired or by risking our health or even our lives. Usually you don’t hear about these cases. Therefore, I decided to share a couple WOW moments in compliance.The first part of the article that has been published last week discussed the case study of due diligence in the aviation industry. Now, in this second part, another example will be discussed, which is that of due diligence in the energy industry. Continue reading…

ING CEO Ralph Hamers will become the new Group CEO of UBS

20 February 2020

ING CEO Ralph Hamers will step down from his position and leave ING as of 30 June. After 29 years at ING he will join UBS on 1 September and will become the new Group Chief Executive Officer of UBS as of 1 November 2020. Ralph, who has been ING’s CEO over the past six years, has transformed ING into a leading digital bank, and has put ING on the path to becoming the go-to financial platform for customers. The UBS Board made the decision to appoint Ralph Hamers as successor of Group CEO Sergio P. Ermotti following a thorough and rigorous selection process, reflecting the firm’s commitment to strong corporate governance. Continue reading…

Property price dynamics: domestic and international drivers

19 February 2020

Although residential and commercial real estate prices are increasingly moving in sync and the role of international investors is growing, this does not mean that there is a global real estate market, a report by the Committee on the Global Financial System finds. Property price dynamics: domestic and international drivers documents recent trends in residential and commercial property prices in over 20 countries, gives an overview of key drivers of price developments and describes policy initiatives used to manage associated risks to the economy and financial stability.

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The Italian Nicola Allocca is the new Anti-Corruption Vice President at OECD

18 February 2020

Congratulations to Nicola Allocca for this well-deserved appointment. We are particularly pleased because we have known Nicola from the beginning of our venture with Risk & Compliance ITALIA and we published his articles about the necessity to eradicating the corruption “cancer” and possible solutions. Legality, NoCorruptionZone, Integrity, Visionary Disobedience are the objectives for which he strives for and the first keywords that come to mind that we associate with his person. This recognition confirms to his valuable and continuous engagement on different levels, not only within his company (AST), but also in the international forum at OECD and in many activities at the university and institutional level.  Continue reading…

WOW Moments in Compliance (Part 1)

14 February 2020
Knowledge Base

by Geert Vermeulen

This article is the first of a series of five articles and will be published in five parts. The second part will be published next week. Often ethics & compliance officers only end up in the news when things have gone wrong. Like in the recent money laundering scandals in the banking industry. In many of these cases, it was actually the management that decided that doing business was more important than being compliant and didn’t invest sufficiently in proper compliance controls and resources. Many people don’t realise that ethics & compliance officers also prevent numerous crimes. Continue reading…

Airbus – how the UK and France learned to investigate and sanction international corruption

12 February 2020

by Branislav Hock

Airbus is yet another company that resolved its corruption out of the court. But buying a good ethical standing is becoming more complex. After all, a time when the US was the only country offering a settlement to a French company has passed. Paying massive bribes in China to sell aircraft interests many countries. Escaping prosecution is newly for sale in other countries as well. And the fact that France, the UK, and US were able to sell Airbus at a £3 billion settlement shows that this is a lucrative business. Continue reading…

Donn LeVie Jr.

Donn LeVie Jr.

Executive engagement and influence strategist, and award-winning author

Moneyball Leadership: Let’s Rethink Where We Get Our Top Leaders

11 February 2020

by Donn LeVie Jr.

In 2017, the Harvard Business Review addressed the stark reality of bringing in outsiders, or the big-game big-name players, to run an organisation. Organisations invest a lot of time and money in hiring the right CEO or senior executive to set a vision and make the changes in their company. Yet within the first 18 months, there’s a 50% chance the executive will leave the organization. This failure comes with enormous costs, not only in disruption to the organisation, but financially too. One estimate puts the cost at 10 times the executive’s salary – sometimes more.  Continue reading…