Professional Documents
Culture Documents
re d fo an be h 9 k rc 2 4 oo a B th M e v 30 sa
Critical guidance to steer your rm through the changing regulatory landscape Essential knowledge to drive compliance in your firm:
Key tools to benchmark your firms compliance programme Safeguard your firm from prosecution through clear guidance on the latest changes and development in data protection Construct an effective compliance plan for both national and international offices Hear the SRA share its plans for how relationship management will work Get to grips with the major compliance challenges facing law firms in the new regulatory landscape Constructive discussion exploring the positioning of the risk and compliance function within your firm Advance the compliance culture in your firm A not-to-be-missed opportunity to share best practice and experiences
Compliance for law firms provides risk and compliance teams with essential guidance, insights and latest developments to ensure their firm is compliant with the changing regulations Matt Moore, Director, Web4Law
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CONFERENCE
AGENDA
09:30 Chairs opening remarks
Andrew Cheung, Director of Compliance, SNR Denton Planning foR comPliance 09:40 Constructing a fit for purpose compliance programme Getting the architecture right alternatives to traditional manuals Listing the contents the Authorisation Rules and the tick box approach to the Code of Conduct External standards ISO 9001 and Lexcel are they worth the effort? Integrating the more specialist standards information security, environmental and others Communicating and engaging Matt Moore, Director, Web4Law 10:20 CASE STUDY: Setting up a new office in a new market: Lessons learnt from international expansion Aligning your market and non-market strategy in entering a new market Considering your firms options and positioning, particularly in relation to a changing regulatory environment Key considerations for structural, regulatory, organisation design Examining the landscape for change under outcomesfocused regulation Moving from set-up to integration managing the challenge of a new business Regulatory and compliance challenges and lessons learnt Nicole Bigby, Head of Risk, Berwin Leighton Paisner 11:00 morning coffee break comPliance Tools 11:30 Information security, ethical walls and information barriers in a mobile world iPads, tablets and mobile technology are these tools really transforming the way we work? Exploring the legal principles that need to be applied to information barriers in general Determining the firms obligation to support these tools Dos and donts to supporting and managing the technology in your firm and how best to approach this Iain Miller, Partner, Bevan Brittan 12:10 Data protection for law firms Overview of the latest changes and developments on the horizon Key areas for data protection compliance challenges in law firms Practical tips to ensure compliance at your firm Effectively handling a data breach incident Rosemary Jay, Senior Attorney, Hunton & Williams
13:00 networking lunch break 14:00 Overview of the Bribery Act one year on Exploring the impact on law firms Overview of recent bribery cases and prosecutions Training your workforce effectively and keeping the message fresh Best practice and compliance Philip Somarakis, Partner, Davenport Lyons comPliance culTuRe 14:40 Ensuring compliance in the new regulatory landscape through effective training Building a bespoke training regimen for your firm Identifying key training needs Exploring how best to track training and ensure compliance competency based or certified Common challenges and lessons learned from our vast experience Bill Howarth, CEO, International Compliance Association 15:20 afternoon coffee break 15:50 Rogue partners: Mopping up the mess Formulating a strategy to address legal and compliance issues Dealing with the SRA Dealing with clients Accounts LLP and partnership issues Frank Maher, Partner, Legal Risk 16:30 PANEL: Compliance culture, training and managing the role of trusted adviser and policeman Instilling a culture of compliance in your firm and gaining essential buy-in Ensuring both lawyers and support staff are alert to possible breaches Establishing clear guidance on best practice for reporting should something suspicious arise Balancing act your role as trusted adviser versus your reporting obligations Panellists include: Anne Avery, Risk and Compliance Lawyer, Berwin Leighton Paisner Sarah Lucey, Senior Risk & Compliance Lawyer, Addleshaw Goddard 17:10 Chairs closing remarks 17:20 close of day one and drinks reception sponsored by IntApp
CONFERENCE
AGENDA
09:30 Chairs opening remarks
Andrew Cheung, Director of Compliance, SNR Denton comPliance and ouTcomes-focused RegulaTion 09:40 Managing the relationship and exploring supervision of firms Relationship management what can firms expect? Overview of thematic reviews Thematic reviews in practice The compliance officer roles Suchitra Hammond, Manager Large Firms, Solicitors Regulation Authority 10:20 A review of the money laundering landscape Anti-money laundering and terrorist finance future developments after the FATF recommendations and Treasury review Latest issues on sanctions AML and OFR joining the dots Sue Mawdsley, Partner, Legal Risk 11:00 morning coffee break 11:30 WORKSHOP/CASE STUDY: Developing a bespoke risk register for your firm for effective reporting How to identify and record risks and breaches Challenges and successes in building our risk register How our reporting works in practice Managing the supervisory process and encouraging partner involvement John H Verry, Risk Director, TLT 12:30 networking lunch break 13:30 Effective handling of conflicts and confidentiality for law firms Overview of risk in the new regulatory landscape and exploring the client perspective Identifying and dealing with conflicts of interest Exploring the systems and controls needed for effective management Examining the role of engagement terms Managing client relationships in conflict situations Tracey Calvert, Director, Oakalls Consultancy 14:10 CASE STUDY: Restructuring your risk function into a centralised department: Regaining control of client intake procedures Making the case for changing the business structure and beginning the process Gaining essential buy-in and managing partner responses
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