Submitted by Gisely Teixeira (gisely.teixeira@uniceub.br) on 2018-07-19T14:01:16Z No. of bitstreams: 1 61500049.pdf: 1402747 bytes, checksum: 9e8a967667f4e0345dc8ee92c127e9af (MD5) / Rejected by Fernanda Weschenfelder (fernanda.weschenfelder@uniceub.br), reason: é mestrado on 2018-07-23T14:52:13Z (GMT) / Submitted by Gisely Teixeira (gisely.teixeira@uniceub.br) on 2019-01-14T15:35:39Z No. of bitstreams: 1 61500049.pdf: 1402747 bytes, checksum: 9e8a967667f4e0345dc8ee92c127e9af (MD5) / Approved for entry into archive by Fernanda Weschenfelder (fernanda.weschenfelder@uniceub.br) on 2019-01-14T16:22:59Z (GMT) No. of bitstreams: 1 61500049.pdf: 1402747 bytes, checksum: 9e8a967667f4e0345dc8ee92c127e9af (MD5) / Made available in DSpace on 2019-01-14T16:22:59Z (GMT). No. of bitstreams: 1 61500049.pdf: 1402747 bytes, checksum: 9e8a967667f4e0345dc8ee92c127e9af (MD5) Previous issue date: 2017 / Esta dissertação se propõe a analisar a existência ou não de uma deontologia aplicável ao Chief Compliance Officer (CCO) a partir da modelagem normativa, regulatória e de controle dos programas de compliance transplantados pela Lei nº 12.846/2013(Lei Anticorrupção), enquanto instrumentos da política pública brasileira de enfrentamento da corrupção transnacional. Para tanto, são inicialmente examinados os regramentos internacionais – hard e soft law – que conformaram a internalização dos programas de compliance anticorrupção no Brasil sob a ótica da governança pública em rede. Objetiva-se perquirir a necessidade ou não de harmonização do instrumento e, posteriormente, verificar os limites a serem observados na tradução dos direitos e deveres aplicáveis ao Chief Compliance Officer – CCO, com vistas a superar possíveis distorções na política pública e potencializar a contribuição desse profissional na configuração, implementação e execução de programas de compliance anticorrupção efetivos no Brasil. Consubstancia-se a análise a partir de revisão de literatura em produções acadêmicas nacionais e internacionais, exame de relatórios de organizações governamentais e não governamentais, julgados nacionais e estrangeiros bem como surveys produzidos por associações privadas.

Corporations around the globe are embracing Digital Transformation (“DT”) to enhance competitiveness i.e., streamline operations, strengthen relationships with customers, and increase revenue.1 In this dynamic digital world, where data and algorithms are increasingly leveraged both for decisionmaking and to achieve economic and social objectives, a relevant digital transformation requires corporations to, not only onboard new technologies and ways of working, but also to address how they will be using tech in a responsible, ethical, customer/consumer-centric, and sustainable way.2 Necessarily, functions that directly impact the bottom line (like Sales, R&D, Supply Chain) are deeply engaged in these DT efforts.3 The question is what role is and should Compliance be playing in these DT efforts. This thought piece focuses on the evolving role of the Compliance function in this rapidly developing ecosystem, analyzing what role does – and should – the Compliance function play in DT and how should the Compliance function future-proof itself to better manage the governance, risk, and compliance (GRC) aspects of their corporation’s DT initiatives and better leverage the environment, social, and governance (“ESG”) objectives of their company. To address these questions, the authors interviewed two heads of Compliance at larger multinational corporations and facilitated a Salon hosted by the Digital Legal Exchange, entitled 'The Role of Compliance In Digital Transformation: Old Habits Risk Harm”. This event was attended by 12 participants including several General Counsel and Compliance professionals. The Salon was conducted under the Chatham House rule. All participants consented to an anonymised write up for these purposes.4 The purpose of this piece is to provoke more international, cross border discussion around the role of Compliance in digital transformation.