Global Compliance Models

1
Global Compliance Models

• APEC Pathfinder Conference
• Vancouver 2007

2
Agenda

• Compliance culture
• Case study
• Opportunities

3
Culture from an organizational perspective

• Legislative responses to corporate malfeasance
  has created a new climate
• Is there a strategy in the organization regarding
  compliance?
• E.g. TELUS goal of being Canadas premier
  corporate citizen
• Is corporate governance on the radar?
• What is the enforcement regime in the country
  where the organizations you are dealing with have
  operations?

4
Case Study some practical examples

• Offshore call centre privacy and security
  arrangements
• As both a customer and supplier of call centre
  services, we recognize the requirement for
  physical and electronic state-of-the-art
  arrangements
• Location based services
• GPS information available on cell-phones

5
Challenges, as I see them

• The key compliance drivers for organizations are
  applicable laws and regulations
• While independent nations recognize the need for
  enabling information flow, they still enact their
  own laws
• The Security and Prosperity Partnership
  initiative between U.S., Canada and Mexico is an
  example of a direction and strategy that is yet
  to be reflected in the legal regimes of each
  country
• Todays practical challenges in cross border
  information flow stem from unique legislative
  requirements
• Contractual terms concerning privacy arrangements
  are often a critical point in negotiations
• As a Privacy Officer, I am too often involved in
  last stage negotiations with near-shore suppliers

6
Challenges to overcome

• Certification to a standard may be a path but
  there are challenges
• What parts of the organization should be
  certified? Similar to web-site certification.
• Operational realities often prevent blanket
  certification
• E.g. Existing customer arrangements in British
  Columbia (due to provincial laws) prevent cross
  border data flows
• Other commercial arrangements may be impacted,
  and may create cost considerations
• Risk management becomes a strategic imperative

7
Questions?
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