Corporate Anti-Corruption Compliance Drivers, Mechanisms and Ideas for Change
CORPORATE ANTI-CORRUPTION MEASURES TO SUPPORT SUSTAINABLE BUSINESS Corporate Anti-corruption Compliance Drivers, Mechanisms and Ideas for Change 1 Corporate Anti-Corruption Compliance Drivers, Mechanisms, and Ideas for Change PUBE CORPORATE ANTI-CORRUPTION COMPLIANCE DRIVERS, MECHANISMS , AND IDEAS FOR CHANGE © OECD 2020 2 Please cite this publication as: OECD (2020), Corporate Anti-Corruption Compliance Drivers, Mechanisms, and Ideas for Change This report has been prepared with the support of the Government of Sweden This document is published under the responsibility of the Secretary-General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of OECD member countries. This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. CORPORATE ANTI-CORRUPTION COMPLIANCE DRIVERS, MECHANISMS, AND IDEAS FOR CHANGE © OECD 2020 3 Foreword Anti-corruption compliance was a topic of interest in a limited number of countries ten years ago, but the past decade has seen the emergence of anti-corruption compliance systems in companies across the globe. Various factors have driven private sector companies to design systems to prevent, detect, and respond to the risk of corruption. These factors include legal and regulatory requirements, enforcement and reputational risks, and company changes warranting a closer look at transactional risk. In 2010, the OECD Working Group on Bribery, which brings together the 44 Parties to the OECD Anti- Bribery Convention, adopted the Good Practice Guidance on Internal Controls, Ethics, and Compliance as part of the 2009 Anti-Bribery Recommendation.
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