Alan Brener is a Teaching Fellow at University College London and Queen Mary University of London, UK. A qualified Chartered Accountant and member of the Institute of Chartered Accountants in England and Wales, Alan is also a Fellow of the Chartered Banker Institute, a professional body for bankers, and a member of its education and training Quality and Standards Committee. Alan has worked at a senior level in UK commercial banking for many years; most recently at Santander UK where he was responsible, at different times, for the compliance and retail legal departments and regulatory policy. Before joining Santander in 2005, from 1996, he headed the compliance departments for the retail banking divisions of Natwest and RBS banks. From 1989 to 1996 Alan was a senior prudential and conduct of business regulator for the insurance and collective investments sectors, having previously worked on aspects of public policy at the Department of Trade and Industry. Most recently, prior to starting his PhD, Alan was on secondment from Santander helping to set up the Banking Standards Board with the objective of improving standards of conduct and professionalism within the banking industry.

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• 1. Introduction  2. A New Approach to Compliance and the Lessons from Wells Fargo  3. Compliance and ‘Whistleblowing’ and Corporate Psychology  4. Compliance and Regulators  5. Finding the Right People and the Key Functions of the Compliance Organisation  6. The Operational Tools of Compliance  7. ‘Culture’ within a Business  8. Training Corporate Organisations to be Compliant  9. Lessons for Compliance Officers from Regulatory Enforcement  10. Lessons for Compliance Officers from Regulatory Enforcement Actions and Guidance  11. Conclusion  Appendix: List of Abbreviations  Bibliography

Alan Brener is a Teaching Fellow at University College London and Queen Mary University of London, UK. A qualified Chartered Accountant and member of the Institute of Chartered Accountants in England and Wales, Alan is also a Fellow of the Chartered Banker Institute, a professional body for bankers, and a member of its education and training Quality and Standards Committee. Alan has worked at a senior level in UK commercial banking for many years; most recently at Santander UK where he was responsible, at different times, for the compliance and retail legal departments and regulatory policy. Before joining Santander in 2005, from 1996, he headed the compliance departments for the retail banking divisions of Natwest and RBS banks. From 1989 to 1996 Alan was a senior prudential and conduct of business regulator for the insurance and collective investments sectors, having previously worked on aspects of public policy at the Department of Trade and Industry. Most recently, prior to starting his PhD, Alan was on secondment from Santander helping to set up the Banking Standards Board with the objective of improving standards of conduct and professionalism within the banking industry.

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• 1. Introduction  2. A New Approach to Compliance and the Lessons from Wells Fargo  3. Compliance and ‘Whistleblowing’ and Corporate Psychology  4. Compliance and Regulators  5. Finding the Right People and the Key Functions of the Compliance Organisation  6. The Operational Tools of Compliance  7. ‘Culture’ within a Business  8. Training Corporate Organisations to be Compliant  9. Lessons for Compliance Officers from Regulatory Enforcement  10. Lessons for Compliance Officers from Regulatory Enforcement Actions and Guidance  11. Conclusion  Appendix: List of Abbreviations  Bibliography

Alan Brener is a Teaching Fellow at University College London and Queen Mary University of London, UK. A qualified Chartered Accountant and member of the Institute of Chartered Accountants in England and Wales, Alan is also a Fellow of the Chartered Banker Institute, a professional body for bankers, and a member of its education and training Quality and Standards Committee. Alan has worked at a senior level in UK commercial banking for many years; most recently at Santander UK where he was responsible, at different times, for the compliance and retail legal departments and regulatory policy. Before joining Santander in 2005, from 1996, he headed the compliance departments for the retail banking divisions of Natwest and RBS banks. From 1989 to 1996 Alan was a senior prudential and conduct of business regulator for the insurance and collective investments sectors, having previously worked on aspects of public policy at the Department of Trade and Industry. Most recently, prior to starting his PhD, Alan was on secondment from Santander helping to set up the Banking Standards Board with the objective of improving standards of conduct and professionalism within the banking industry.

Select Guide Rating

• 1. Introduction  2. A New Approach to Compliance and the Lessons from Wells Fargo  3. Compliance and ‘Whistleblowing’ and Corporate Psychology  4. Compliance and Regulators  5. Finding the Right People and the Key Functions of the Compliance Organisation  6. The Operational Tools of Compliance  7. ‘Culture’ within a Business  8. Training Corporate Organisations to be Compliant  9. Lessons for Compliance Officers from Regulatory Enforcement  10. Lessons for Compliance Officers from Regulatory Enforcement Actions and Guidance  11. Conclusion  Appendix: List of Abbreviations  Bibliography