Master of Compliance and Integrity Management

The MACIM is a postgraduate and tuition-based study course that leads to the academic degree of Master of Compliance and Integrity Management (MACIM) and can be completed on a part-time basis. The study course is linked to the Viadrina Compliance Center, an interdisciplinary unit of the European University Viadrina, which has been successfully dealing holistically with the research fields of Ethics, Compliance and Integrity in organisations since 2010 and has thus made a name for itself in Germany and worldwide.

Through the postgraduate Master's program, students will acquire in-depth knowledge in the field of Compliance and Integrity Management as well as the ability to apply this knowledge in professional practice and research. In the course of their studies, students will acquire the skills and abilities to develop, implement, test and continuously improve the Compliance and Integrity Management System in any type of organisation, taking into account current developments in the areas of digitalisation, environmental protection, sustainability, governance and social aspects.

These goals are achieved through the three-stage teaching approach:

1. LEARN: The curriculum consists of specialised modules in which all theoretical and practical knowledge and skills required for the implementation and operation of effective and efficient Compliance and Integrity Management (CIM) are learned along a practical management cycle.

2. APPLY: As part of a presentation, students develop new models and methods based on what they have learnt, which have a strong practical relevance. This takes place as part of an in-depth module with distance learning lecturers.

3. PROVE: As part of the master's thesis, students demonstrate the theoretical and practical knowledge and skills they have learnt and provide proof of qualification for a management position.

The program lasts two semesters and is divided into five modules, four of which are designed as compulsory basic modules and one as a compulsory elective module with independent study and a presentation. The combination of face-to-face and online teaching, which is always offered on Fridays and Saturdays, enables working people to take part in the program. The program concludes with the completion of a Master's thesis. This enables students to complete a Master's degree in just two semesters!

Structure and Course of Studies

The degree program is not only characterised by its innovative curriculum and strong practical focus. The program also teaches soft skills that are highly relevant to compliance and integrity management. The entire Integrity and Compliance Management cycle has been integrated into the degree program and distributed across the existing modules.

The program thus covers the practical design, implementation, testing and improvement of such a system. This is complemented by specialisation options and insights into various industries, including the public sector.

We were able to attract more than 50 highly qualified lecturers from research and practice for the varied teaching format, enabling us to effectively implement the concept of the degree program. While the sound theoretical foundations are taught by professors, renowned experts take over the modules on practical implementation and specific management tools. The teaching is rounded off by further guest lectures from well-known personalities. The small group of a maximum of 20 people enables excellent networking with each other and with the lecturers.

Meet our lecturers: 

• Nicola Allocca | Chair Anti-Corruption Committee | OECD | Italy

• Elizabeth Andersen | Executive Director | Basel Institute on Governance | Switzerland

• Markus Bamberger |Chief Compliance Officer | Bosch | Germany

• Dr. Andreas Büttner | Head of Compliance | Siemens Healthineers | Germany

• Geert Delrue | AML/CFT Trainer ex. Criminal Commissary | LEXDURA | Belgium

• Dr. Kyrill Farbmann | Compliance Director | McDonald’s | Belgium

• Dr. Johannes Gilch, LL.M. | Lawyer & Legal Counsel | Law Pilots | Germany

• Florian von Götz | Chief Compliance Officer | Axel Springer SE | Germany

• Karsten Griesshammer | Executive Director, Head of Global Security & Protection | BioNTech SE | Germany

• Dr. Marie von der Groeben | Chief Compliance Officer | Deutsche Telekom | Germany

• Gabriela Gutierrez | Group Head of Ethics, Compliance and Investigations | VEON | Netherlands

• Prof. Dr. Christian Hauser | Professor of General Business Administration and International Management | Swiss Institute for Entrepreneurship (SIFE) | Switzerland

• Prof. Dr. Branislav Hock | Associate Professor in Economic Crime & Compliance | University of Portsmouth | UK

• Dr. Victoria Hurth | Independent Pracademic and Project Leader ISO37011: Purpose-Driven Organisations | UK

• Peter Jonas | Director Certification | Austrian Standards | Austria

• Kai Karsten | Head Group Integrity & Compliance Programs | Volkswagen AG | Germany

• Michael Kayser | Compliance Manager | DB Engineering & Consulting | Germany

• Dr. Benedikt Knothe | Chief Compliance Officer | Siemens Healthineers | Germany

• Katleen Linke | Compliance Learning Expert | SAP SE | Germany

• Prof. Dr. Bartosz Makowicz | Director | Viadrina Compliance Center | Germany

• Dr. Rainer Markfort | Chairman of the Working Group “DICO Innovativ” | German Institute for Compliance – DICO | Germany

• Dr. Thomas Meiers | Chief Compliance Officer | BayWa AG | Germany

• Ann-Katrin Menner | Attorney-at-law | Germany

• Akif Mert | Chief Compliance Officer & Head of Legal | Allianz | Germany

• Dr. Anna-Maija Mertens | Managing Director | German Institute for Compliance – DICO | Germany

• Sandra Middel | Head of Group Compliance | Clariant | Switzerland

• Farzana Mohomed | Head of Program Management - Corporate Compliance and ESG | NEOM | Saudi Arabia

• Natalia Iturregui García de Motiloa | Head of International Compliance | Inditex | Spain

• Christian Mühl | Senior Director Compliance | GSK Deutschland | Germany

• Prof. Dr. Konrad Ost | Vice President of the Federal Cartel Office | Germany

• Prof. Dr. Guido Palazzo | Professor of Business Ethics | University of Lausanne | Switzerland

• Ghizlane Pandey | Head of Compliance, DPO, Investigator, Project Manager | Freelance | France

• Prof. Dr. Lisa Marie Ranisch | Professor of Sustainable Business Management and Applied Ethics | Germany

• Nadège Rochel | Global Ethics & Compliance Leader | UCB | Italy

• Jan Schreiner | Head of Corporate Audit, Chief Audit Executive | MAN Truck & Bus SE | Germany

• Dr. Andreas Schweinberger | Head of Compliance and Regulation | EnBW | Germany
• Astrid Senninger | Head of Corporate Regulations Management | Infineon Technologies AG | Germany

• Prof. Dr. Jürgen Stock | Former Secretary General at INTERPOL | Germany

• Maria Thestrup | Chief Ethics, Risk and Compliance Officer | Gavi, the Vaccine Alliance | Switzerland

• Prof. Dr. Alexander Trautrims | Professor of Supply Chain Management | University of Nottingham | UK

• Prof. Dr. Wim Vandekerckhove | Professor of Business Ethics | EDHEC Business School | France

• Sabine Winkler | Senior Compliance Expert | ALPLA Group | Austria

• Prof. Dr. Hans-Michael Wolffgang | Director of Institute of Customs and International Trade Law | University of Muenster | Germany

• Prof. Dr. Sonja Wüstemann | Professor of Business Administration | European University Viadrina | Germany

• Dr. Uta Zentes | Head of Compliance, Attorney-at-law | Federal Republic of Germany - Finance Agency | Germany

The study course is aimed both at university graduates from all disciplines who wish to pursue the profession of a Compliance/Integrity Manager in companies and other organisations or who are or will be working in a consulting environment; are or would like to become active in a consulting environment, as well as Compliance/Integrity Managers who are already in employment and would like to refresh, deepen, systematise and professionalise their knowledge and skills.

The course content is designed in such a way that the study program is also ideally suited for representatives of the public sector who deal with Compliance-related issues (for example in the area of combating White-Collar Crime or as Anti-Corruption Officers).

 

After three successful editions, the MACIM program will be offered again in the winter semester of 2026/2027. Furthermore, for the first time, it will be conducted entirely in English. There are 20 places available in the fourth edition; the decisive factor is receiving applications from people who meet the recruitment requirements. 

The application period for the winter semester 2026/2027 is currently open and will close on 30 June 2026.

Please submit all documents as PDFs by email only. These should include:

• Letter of motivation for the study course
• Current curriculum vitae
• Certificates (bachelor's degree, diploma, state examination, university entrance qualification if applicable, etc.)
• Proof of at least one year's professional experience
• Language certificate (English proficiency at B2 level or higher)

 If you have any further questions about the admission process or the required documents, our team will be happy to answer them. 

 

The Master's degree program in Compliance and Integrity Management is designed as a part-time and continuing education study course. Admission to the MACIM Master's program generally requires (1) a first professionally qualifying degree (e.g. Bachelor's, Diplom, state examination) with at least 240 ECTS points
and (2) at least one year of professional experience. If the first professionally qualifying degree is missing or has fewer than 240 ECTS points, admission can be granted upon passing the entrance examination.

Access and admission are otherwise governed by the #Framework Regulations for Admission to Studies at the European University Viadrina Frankfurt (Oder)#.

The number of students in each edition of the program is limited to 20 in order to ensure the appropriate quality of teaching in a small group.

The entrance examination is required if either the first professionally qualifying degree is missing or if it has fewer than 240 ECTS points. Depending on the requirements, it can consist of a written, an oral or both parts (see overview below). The written entrance examination takes the form of an essay of 18,000 characters. The topics are assigned by the examination board, the deadline is two weeks. The oral part of the entrance examination lasts 30 minutes and is based on the essay or on previously determined topics.

The following table shows whether and which entrance examination is required:

The tuition fee is 13,000 EUR plus semester contribution (approx. 140 EUR). In exceptional cases, payment in instalments can be agreed. If financing is to be provided by a company, please contact us before applying to discuss the arrangements. Further details can be found in the fee regulations.

Unfortunately, due to organizational reasons, this event has to be canceled!

Recommended Reader:

Why "Good People" Do Bad Things: The Dark Pattern of Corporate Scandal

When a major corporate scandal breaks, the first instinct is to look for villains. A documentary gets made. Two or three executives are cast as the bad apples. And the story ends there. But what if that story is fundamentally wrong?

That was the central provocation of our recent webinar with Prof. Guido Palazzo from HEC Lausanne, co-author of the book Dark Pattern. Drawing on decades of research into the largest corporate failures of the past quarter century (Wells Fargo, Boeing, Volkswagen, Theranos). Palazzo argued that the "bad apple" narrative isn't just incomplete. It is actively misleading.

The uncomfortable answer, Palazzo argued, is that most of those people were not criminals at all. They were ordinary employees, operating inside systems specifically designed  through culture, leadership, incentives, and language to make ethical behaviour impossible.

The nine building blocks of the dark pattern

Palazzo dentified nine recurring elements present across virtually every major scandal. Together, these elements create what they call a "dark pattern" as a kind of slow-motion ethical collapse that unfolds not because people are evil, but because the environment gradually destroys their ability to see right from wrong. He highlighted five of them:

1) Rigid ideology = An absolutist focus on shareholder value that crowds out every other consideration (quality, safety, people).
2) Toxic leadership = Management by fear. When dissent leads to humiliation or dismissal, problems stop being reported  until it's too late.
3) Unrealistic goals = Impossible targets, combined with a culture of fear, make "whatever it takes" the only available strategy.
4) Ambiguous rules = When official policy says "integrity" but the boss says "get the contract and I don't care how," people learn which rule is real.
5) Language games = War rhetoric and cult-like messaging frame the situation as exceptional and exceptional situations don't require normal rules.

The Volkswagen diesel scandal illustrates how these blocks interact. Engineers could not meet the emissions targets in the time given. They knew. But the CEO was described by employees in a 2005 internal survey as running the company like "North Korea, minus the concentration camps." He yelled, threw objects, fired people arbitrarily. So engineers did not go to him. They found another solution  the infamous software cheat  which ultimately cost the company billions.

The concept of ethical blindness

Underlying all nine building blocks is a phenomenon Palazzo calls ethical blindness: the gradual erosion of an individual's capacity to perceive that what they are doing is wrong. This is not rationalisation. It is not hypocrisy. It is something more disturbing as a slow transformation of perception, driven by the surrounding culture, until the person genuinely cannot see the harm they are participating in. This is why individual ethics training is insufficient on its own. The dark pattern does not recruit people who lack values but it reshapes the values of the people already there.

The next frontier: Silicon Valley and techno-utopianism

Palazzo closed with a warning about what he sees as the emerging next stage of the dark pattern: the ideology he calls techno-utopianism, now taking hold across major AI companies and their investors. The core belief is that artificial intelligence will deliver paradise for humanity, and that democracy, regulation, and oversight are obstacles standing in the way of that future. When leaders genuinely believe they are saving civilisation, Palazzo argued, the conditions for ethical collapse are already in place. The rigid ideology is present. The sense of exemption from normal rules follows naturally. The language  of war, of destiny, of a higher mission  is already well established.

His prediction is, we will see significant scandals emerge from within the AI industry in the coming years. OpenAI, in his assessment, is among the highest-risk candidates.

Turning the pattern around

The session closed with a practical question: what does the opposite of the dark pattern actually look like? For Palazzo, flipping toxic leadership means building a genuine speak-up culture not as a slogan, but as a structural reality. This means protecting those who raise concerns, training leaders to listen rather than perform, and fundamentally reconsidering who gets promoted into leadership in the first place.

He was candid about how rare this is in practice. In every major scandal, there were individuals who tried to speak up. They were fired, demoted, or silenced. And everyone else watched.

The compliance management system, he agreed, has a critical role to play  but only if it is backed by visible, daily leadership behaviour. A video message from the CEO affirming company values, followed by a manager demanding results at any cost, does not create an ethical culture. It creates ambiguity. And ambiguity, as the dark pattern shows us, is its own kind of danger.

Recommended Reader:

The first MACIM Master Class brought together practitioners, academics, and students to discuss the evolving landscape of governance, risk, and compliance. The session focused on the concept of Integrated Assurance and its potential to strengthen trust and improve governance structures within organizations.
The Master Class was delivered by Klaus Moosmayer, one of the most recognized international experts in corporate compliance and integrity management. His insights drew on extensive professional experience in global governance structures and corporate compliance leadership. Mr. Moosmayer currently serves as Member of Advisory Board at Deutsche Bank and previously held the role of Chief Ethics, Risk & Compliance Officer at Novartis and Chief Compliance Officer at Siemens, where he played a key role in the transformation of the company’s compliance and integrity framework.

Below, we summarize the key take-aways from the lecture:

Trust under pressure
According to the Edelman Trust Barometer 2025, 61% of respondents globally have a sense of grievance, believing that government and business make their lives harder and serve narrow interests. This growing skepticism highlights the importance of credible governance structures and effective assurance systems within organizations. At the same time, experts increasingly warn of “governance gaps.” While traditional governance models provide clear role definitions and oversight structures, they often lack cross-functional coordination and effective knowledge transfer between different functions.
In many organizations, governance is formally structured across three lines: the board at the strategic level, the executive management responsible for implementation, and the vertical risk and compliance functions that provide oversight. However, this structure does not always ensure integrated perspectives or coordinated action.

Growing regulatory complexity and questioning the rule of law
Over the past two decades, the regulatory landscape has expanded significantly. What once focused primarily on anti-corruption and antitrust compliance has developed into a complex framework that now includes human rights due diligence, ESG requirements, sanctions regimes, export controls, data protection, and artificial intelligence governance. At the same time, the rule of law is increasingly being questioned in parts of the world, which creates additional challenges. In such an environment, adherence to rules becomes not only a legal requirement but also a cultural and leadership issue within organizations.

The challenge of organizational silos
Despite the growing complexity of regulatory requirements, many organizations still operate with fragmented governance structures. Risk management, compliance, legal, internal audit, ESG, and strategy functions frequently work independently in separate silos. This fragmentation can lead to duplicated processes, inefficiencies, and inconsistent risk assessments across the organization.

Integrated Assurance as a holistic approach
The Master Class highlighted Integrated Assurance as a potential solution to these challenges. Rather than creating another layer of bureaucracy, Integrated Assurance promotes collaboration, horizontal governance structures, and a shared understanding of risks across functions. A central element of this approach is the integration of risk management, compliance, and governance processes, enabling organizations to reduce duplication while improving the quality and consistency of oversight.

The Assurance Leader or Business Steward instead of Compliance Officer
As governance models evolve, so too does the role of the compliance professional. The traditional perception of compliance officers as “corporate police” is increasingly outdated. Instead, the emerging profile is that of an Assurance Leader or Business Steward as a professional who combines technical expertise with strategic thinking, collaboration skills, and the ability to influence organizational culture while maintaining independence and the capacity to challenge. Such a role could also be positioned at executive board level, providing a cross-functional perspective on governance, risk, compliance, and
integrity issues. This broader overview enables more integrated reporting, coordinated decision-making, and strategic oversight across the organization.

Leadership and incentives for change
Implementing an integrated assurance model requires strong leadership support. A clear tone from the top, a formal mandate, and genuine cross-functional cooperation are essential for overcoming organizational silos. However, organizational change is often influenced by economic considerations. Many stakeholders focus primarily on financial metrics, cost efficiency, and budget allocations. For this reason, legislative incentives and clearer regulatory expectations may play an important role in accelerating the adoption of integrated governance models.
Integrated Assurance was identified as a promising framework for strengthening trust, improving coordination between governance functions, and preparing organizations for the challenges of modern regulation and technological transformation.

We would like to thank Mr. Moosmayer for his highly exciting and forward-looking lecture!

Key Facts:

• 638 Pages
• 33 Articles
• 49 Authors

The Yearbook 2025 for Global Governance, Compliance & Integrity offers an up-to-date overview of recent and most significant developments in the interdisciplinary area of organizational governance, compliance and integrity management. The 2025 edition focuses – but is not limited to – on ESG, new approaches in compliance & integrity management, AI compliance and anti-bribery as well as supply chain compliance, whistleblowing and internal investigations. The exceptional concept of this publication offers exclusive insights both from practical and theoretical perspectives presented by over 50 experts from all over the world.
The series was inaugurated by Professor Bartosz Makowicz in 2018 and has since become a recognised compendium of knowledge for scientists, practitioners, and interested parties in the latest developments in governance, compliance, and integrity, as well as the influence of AI on these areas.

Table of Contents

Introduction
Integrated Governance and Compliance Approach – This is the Way Forward! | Prof. Dr. Bartosz Makowicz 

Chapter 1: Trends and Challenges in Sustainable Governance
Exploring the Future of Global ESG Disclosures and Reporting Requirements | Jeannine Lemker, Mariola Lisewska, and Meriem Debbih
ESG in a Global Context | Bethany Jackson, Anita Punwani
Not only must have but natural evolution – why well organized ESG should be treated as a next level of mature GRC system in a production company | Piotr Janecki
Sustainable Reporting in the Digital Age: Examining Global ESG Evolution, Non-Financial reporting landscape and the Empowering Role of AI | Shujath Bin Ali, Kalapurakkal Suresh Aravind

Chapter 2: Compliance Management from Organizational and Global Perspective
The Compliance Conundrum: Winning Hearts or Forcing Hands? | Nick John Weir
Law Practice and Compliance Officer Practice | Pedro Trovão Do Rosário
Managing Compliance Risks in Overseas Subsidiaries and Affiliated Companies | Joan Meyer, Matthew Ridings
Navigating EU Product Safety and Product Liability Law Reform | Claus Köhler, Nicole Vossius
EU Law on Companies' Liability and the Role of Compliance | Anna Hlebicka-Józefowicz, Gniewomir Wycichowski-Kuchta
Regulatory Compliance under Australian Financial Services License Obligations | Akif Mert

Chapter 3: Shaping Corporate Culture based on Integrity and Business Ethics
Cross Sectoral Challenges for Integrity and Compliance, Typical Cultural Clashes Among Silos Cultured Areas in Multinational Corporations | Juan Gregorio Nazar de Boulin, Maria Eugenia Gil
Practical Implementation of Business Ethics in Compliance Management Systems | Piotr Chmiel
Business Ethics: It's Employee Management, Not Philosophy | Meric Bloch
Ethics and Leadership Practice in Financial Institutions in a Time of Changing Regulatory Landscape | Yasmine Sadek
Managing a Corporate Ethics Program: Development, Risk Management and Evaluation | Stanisław Zygmunt Strejmer
Corporate Integrity in Brazil: An Analysis of Ethos Indicators | Marcela Greggo, Ana Lucia de Melo Custódio

Chapter 4: AI Compliance and Financial Compliance
Governance of AI: Compliance, Ethics, and Standardisation are but a Distant Dream | Nada Kakabadse, Andrew Kakabadse
The Use of AI in Compliance Management: A Practical Balancing Exercise | Simina Suciu
Revolutionizing Compliance Management: Integrating AI, Blockchain, and 100% Sampling for Robust Data-Driven Strategies | Rajeev Thykatt
New framework for Compliance in Late Payments in Commercial Transactions | Ruben Bahamonde
Combating Crypto Assets Money Laundering in Decentralized Finance (DeFi) | Ana Cristina Perdomo Gomez

Chapter 5: Anti-Bribery Compliance
Strategic corruption: A Lurking Danger for Our Democracy | Mickaël Roumegoux Rouvelle
Anti-Corruption in Times of Crisis and AI - New Chances and Challenges | Carlos Lelo Filipe
Risks of Corruption and Anti-Corruption Compliance in Sport | Eduard Ivanov
Foreign corruption at Swiss companies – New Findings on Risks and Counter-Strategies | Christian Hauser, Martin Hilti, Marc Herkenrath, Ramona Stampfli, and Jeanine Bretti Rainalter

Chapter 6: Foreign Trade Compliance – Focus on Supply Chains and Sanctions
Compliance with the CS3D: A New Era of Corporate Responsibility | Antonio Giuseppe Di Pietro, Andrejs Klisans
Trustful relationships with the Global South for effective supply chain due diligence | Susanne Friedrich
Human Rights Impact Assessment in the energy sector and the CSDDD Directive | Adam Domagała, Anna Tomiczek
From Guidelines to Reality: (Re-)Insurer’s Journey through Russian Oil Sanctions | Alexander Leonhardt

Chapter 7: Whistleblowing and Internal Investigations
The Role of Whistleblowing in Integrated Governance | Andrew Samuels
The Whistleblowing System in Portugal, Two Years After its Regulation | Alex Sander Pires
It is here to stay - Artificial Intelligence in Internal Investigations | Christian Miege
A Roadmap to Certification of Association of Corporate Investigators ("ACI") | Patrick Wellens 

Key Facts:

• 542 Pages
• 36 Articles
• 54 Authors

The Yearbook 2023 for Global Ethics, Compliance and Integrity offers an up-to-date overview of the most recent and significant developments in the interdisciplinary area of organizational governance, ethics, compliance andintegrity management. The topics covered by the 2023 edition include the new concept of ESG, new approaches to compliance & integrity management, anti-money laundering and anti-bribery as well as whistleblowing and internal investigations. Uniquely, this publication offers exclusive insights from both practical and theoretical perspectives. This year’s edition also reflects the influence of the Covid-19 pandemic and Russian war in the Ukraine on governance and compliance. In each chapter, the Yearbook provides a comprehensive selection of views and in-depth analysis applicable to all kinds of organizations. It presents current challenges, development tendencies, new trends and modern management tools. The Yearbook provides excellent insights into the topics covered for both practitioners and researchers.
The Yearbook 2023 is edited by Professor Bartosz Makowicz and supported by the KBA Nota-Sys Integrity Fund. We thank the Fund for its kind support!

Table of Contents

Introduction
Ethics, Compliance and Integrity in Times of Multidimensional Crisis | Prof. Dr. Bartosz Makowicz

Chapter 1: Environmental Social Governance (ESG)
The Benefits of Using ISO 37000 to Establish an Integrated System of Governance for ESG | Mariola Lisewska, Axel Kravatzky
A Purpose With a Future for a Future With Purpose | André Körtgen
Current Challenges in ESG Global Agenda | Fernanda Nan
The Place of Risk Management in Environmental and Social Governance (ESG) | Anita Punwani
The New Star Theory of Fraud and Behavioural Sciences | Vicente Humberto Monteverde

Chapter 2: Compliance Management: New Approaches & Challenges
Effective Compliance Systems: Between Command and Control and Bonds of Trust | Humberto Mota Filho
Regulatory Oversight and Monitoring Responsibilities of Compliance Functions Under Swiss Supervisory Regulations | Akif Mert
How the Legal System Undermines Compliance and Ethics Programs | Joseph E. Murphy
How Do You Eat an Elephant? Tackling the mammoth task of implementing a global compliance program | Farzana Mohomed, Bastian Halbach
Successful Compliance Awareness and Training | Michael Kayser
Combatting Corporate Crime by Means of Evidence-based Compliance | Markus Pohlmann, Sebastian Starystach, and Laura Sophia Hauck  
Behavioural Compliance – Approaches to Evidence-based Compliance Management | Bernd Michael Lindner, Maren Grandel, and Carina Schmölz
Compliance in Sports |Carlos Lelo Filipe 
Compliance and the Rule of Law, a Perspective of the European Banking Sector | Yasmine Farag
Compliance Management Systems (CMS) as the Standard in Health Care | Anna Różalska
The Cybersecurity Compliance: A fresh look at compliance in cyberspace | Marek Piotr Stolarski

Chapter 3: Integrity & Ethics
Integrity: The Secret Ingredient of an Effective Compliance Program | Silvija Vig
Integrity Pacts: An Essential Tool for Clean Procurement | Monica Guy, Vanessa Hans
“Let’s Talk About Integrity” – The Managers’ Integrity Dialogue | Regina Hoermanseder
Nudging Corporate Compliance and Integrity – Based on an Ethical Compass | Maja Petrushevska, Andreas Suchanek
Ethics and Compliance: The Revolution Ahead | Philippe Montigny
Ethical Leadership in Business Organizations: An Ethics & Compliance Perspective | Oana Raluca Bănățeanu, George-Mihai Popa, and Cristian Ducu
Compliance, Ethics and Enforcementl | Piotr Chmiel 

Chapter 4: Anti-Bribery & AML
Empowering Women Through Education to Fight Corruption | Getrude Mhlanga
What Anti-Bribery Compliance Function? | Jean Pierre Méan
The Role of Ethics and Compliance in Preventing Typical Corrupt Practices | Eduard Ivanov
Combating Corruption – A Corporate Social Responsibility: Building Social Action Business Coalition | Pawan Kumar Sinha, Mallika Mahajan
The Sixth Anti-Money Laundering Directive: harmonizing Anti-Money Laundering and Counter Financing Terrorism and tax evasion standards within the European Union | Ghizlane Pandey

Chapter 5: Whistleblowing & Internal Investigations
How Can ISO 37002 Help to Manage Whistleblowing in Europe? | Wim Vandekerckhove
Anonymity vs. Confidentiality. How to Protect Whistleblowers? | Joanna Ochremiak, Angelika Ciastek-Zyska
Whistleblower Awards: Overview, Trends and Ethical Debates | Elena Kashirina, Kyrill Farbmann
Whistleblowing in Germany: Where We Started and Where We Are Headed | Sebastian Oelrich
Whistleblowing and the U.S. False Claims Act | Mary Ellen Verdu, Richard E. Wokutch
Integrity@Inside: A Blockchain-backed Intra-Organizational Approach for Reporting Misconduct | Petra Maria Asprion, Frank Grimberg, and Hermann Grieder
Professionalising Corporate Investigators in a New Era of Ethical Scrutiny for Organisations | Mary Eastwood Jones
Opportunities and Challenges of Big Data and Artificial Intelligence in Ethics and Compliance Investigations | Christian Hauser, Michael Beier, Eleanor Jehan, Marco Schmid, and Albert Weichselbraun

Key Facts:

• 564 Pages
• 41 Articles
• 56 Authors

The Yearbook 2021 for Global Ethics, Compliance & Integrity offers an upto- date overview of the recent and most significant developments in the interdisciplinary area of organizational Ethics, Compliance & Integrity Management. The 2021 Yearbook focuses on (but is not limited to) integrity and ethics and consists of 40 highly valuable articles submitted by 55 experts. The authors include excellent ethics, compliance and integrity professionals, scholars and advisors from 20 different countries. As conceived, the publication offers exclusive insights both from practical and theoretical perspectives. This year’s edition consists of seven carefully arranged chapters dealing with governance and compliance management, integrity management, organizational ethics and culture, anti-bribery management, whistleblowing, the challenges of digitalization, and - last but not least - corporate incentives and sanctions. In each chapter, the yearbook provides a comprehensive range of views and expertise regarding Ethics, Compliance and Integrity in all kind of organizations.

Table of Contents

Introduction
Why Ethics, Compliance and Integrity Matter More Than Ever? | Prof. Dr. Bartosz Makowicz

Chapter 1: Governance & Compliance Management
International Guidance for the Governance of Organizations | Carolynn J. Chalmers, Victoria Hurth, and André Jacquemet
Compliance and Integrity – Competence Package | Alexander Matuk
Keeping One’s Eyes Open When Selecting Business Partners | Regina Hoermanseder 
Tailoring Compliance Program in Fast Growing Small and Mid-Size Companies | Mariola Lisewska 
A New Kid in Town: The Compliance Officer | Victor Gómez Martín
The New Compliance Manager is a Change Manager | Alexander Ghazvinian
Business in the Gray Zone – Dealing with Compliance Dilemmas in High-Risk Regions | Quirin Kissmehl, Anna Zubrod 
Money-Laundering Prevention Systems in Peru | Carlos Wiesse

Chapter 2: Integrity Management
The Importance of an Effective Integrity System to Business Success | Marcelo Zenkner
Towards Developing an Integrity Risk Monitor (IRM): A Status Report | Christian Hauser, Anina Havelka, Sandro Hörler, and Albert Weichselbraun
Integrity as a Management Tool | Mirjam Durrer, Stefan Hunziker, Anjuli Unruh, and Antje Würzburg
A Culture of Integrity as the Fundamental Basis of Compliance Programs | Vivian Andrade, Roberta Codignoto
How to Amplify Integrity and Accountability Through the Voice of Business | Richard Bistrong
Integrity Programs: Drivers for Private and Public Sectors and Main Challenges | Fernanda Nan
Integrity Crisis? | Anatoly Yakorev

Chapter 3: Organizational Ethics and Culture
The Importance of The Human Factor in Compliance Programs | Carlos Lelo Filipe
Utopian Islands of Ethics & Compliance | Patrick Henz
Driving Compliance Culture through Top Management Teams | Peter Ruhwedel, Marieluise Schaper
The Compass of Integrity, Ethics & Compliance in Indian Boardrooms | Shweta Bharti, Sukrit Kapoor
Getting To The Heart Of Culture By Connecting Dots | Jane Mitchell
Ethics, Compliance & Culture | Dhruv Goyal 
How Is It Possible To Maintain an Ethical Environment in Business? A Democratic Governance and Compliance Agenda | Humberto Mota Filho

Chapter 4: Anti-Bribery Management
Update on ISO 37001 – Anti-Bribery Management Systems | Jean Pierre Méan
What do Corrupt Organizational Cultures Have in Common? | Alison Taylor
The Reputational Risks of Corruption | Marc Y. Tassé 
Anti-Corruption Beyond Illusions: The Pressing Need to Make a Difference | Nikos Passas
History of Anti-Corruption Compliance in Russia | Anatoly Kilyachkov, Anatoly Yakorev 
Justifying Corporate Bribery through Islam and Cultural Traditions in Indonesia: A Phenomenological Approach | Nobuyuki Chikudate, Nadiatus Salama

Chapter 5: Whistleblowing Management
ISO/DIN 37002 – Whistleblowing Management Systems – A Best-practice Approach | Michael Kayser
A New Dawn for Employee Disclosure in the EU – A Summary, with Some Advice for Legislators, Governments and Employers | Philip Brennan
Whistleblowing – To Blow or Not to Blow | Martin Woods 
Whistleblowing in Public and Private Sectors: The Romanian Case | Cristian Ducu, Mihai Popa

Chapter 6: Challenges of Digitalization
New Compliance Challenges in the Wake of Digital Transformation: Current Fraud Reports and Scenarios from the Asian Financial and Insurance Sector | Akif Mert 
Interdisciplinary Approach to Compliance as Entrepreneurial Response to the Reality of “IoT” and the Challenges Presented by “VUCA”  | Piotr Janecki
Privacy Compliance: A View from Brazilian General Data Protection Law (LGPD) | Marcelo Crespo 
Legal Developments in 2019 on Taiwanese Regulations regarding Virtual Currencies | Hung Ou Yang

Chapter 7: Corporate Incentives and Sanctions
Corporate Criminal Law in Austria | Maximilian Wellner
The Planned German Corporate Sanctions Law – History and Future | Martin Petrasch
The Italian Regulation on Corporate Criminal Liability | Antonio Giuseppe Di Pietro
Enhancing Compliance Culture through Punitive Sanctions – Notes from Poland | Hanna Maria Malik

Key Facts:

• 288 Pages
• 42 Articles
• 44 Authors

This work marks the start of a series of publications that will keep the global compliance community up to date on the latest developments in compliance, business ethics, and integrity in organizations at the global level and in various countries around the world. The first issue contains over 40 individual contributions from compliance experts from various countries and international organizations (including the OECD, World Bank, G20, and others), which have been divided into several thematic sections: cross-border and cross-cultural compliance management (including aspects of ethics and integrity), cross-border anti-corruption, cross-border standardization and communication, whistleblowing and internal investigations, and compliance in international trade. The issue is rounded off with articles on the compliance challenges of the future. The work thus offers a comprehensive, up-to-date, and expert overview of global expertise and trends in the development of compliance, ethics, and integrity in various types of organizations at the national and global level. In order to meet this requirement, the work is published entirely in English. This yearbook is the first in a series of annual publications designed to inform the global expert community of the latest developments and future challenges in the area of ethics, compliance, and integrity in different organizations (corporations, associations, public administration, etc.). This first edition contains over 40 individual contributions by professionals representing various disciplines, countries, and international organizations. It is divided into several thematic chapters, including cross-border and cross-cultural compliance and ethics management, cross-border anti-bribery systems, global standardization and intercultural communication, whistleblowing and internal investigations, as well as international trade compliance. The yearbook is dedicated to compliance and ethics professionals, officers and managers, company directors, consultants, authorities, prosecutors, judges, scholars, and any other interested persons.

 

Table of Contents

Chapter 1: Introduction
Prof. Dr. Bartosz Makowicz

Chapter 2: Challenges and Future of Compliance
The Future of Compliance | Dr. Reiner Markfort
Some Challenges for Cross-Border Compliance Across Europe | Pierre-Antoine Badoz 
Key Recommendations of B20 Cross-Thematic Group Responsible Business Conduct & Anti-Corruption | Dr. Klaus Moosmayer

Chapter 3: Cross Border Ethics, Compliance and Integrity
Compliance, Culture and Integrity in Global Perspective | Anatoly Yakorev 
Compliance Culture and Governance | Philip Brennan
Compliance Across Cultures: Towards an Increased Awareness of the Self and the Others | Christin Grothaus
How Ethics Can Support Effective Compliance and Anti-Corruption Programmes | Ousmane Diagana
How to Implement a Culture of Integrity in International Groups | Tobias Teicke
Culture and Value, Easily-forgotten Paths to Deep Compliance | Prof. Dr. Han-Kyun Rho
Compliance, Culture and Morality | Shahzad Khan  
Contributing to Sustainable Development Goal 16.5 and Strengthening Compliance with the Alliance for Integrity | Noor Naqachbandi 
Penalties or Rewards – How Should Legislators and Justice Support a Sustainable Compliance Culture? Insight from a German Perspective | Dr. Sophie Luise Bings 
The Nordic Model of Governance | Helena Sjöholm 
A Culture of Integrity as a Chance for Sustainable and Stable African Entrepreneurship | Tom Brown

Chapter 4: Cross Border Anti-Corruption Aspects
Towards a holistic approach of business Integrity and the fight against corruption | Nicola Bonucci
Self-Regulation and Compliance: A Perfect Marriage | José Zamarriego
Promoting a Fair Business Environment in ASEAN: UNDP's | Elodie Beth, Liviana Zorzi, and Alex Consea-Pietscheck 
Preventing Cross-Border Bribery through Effective Compliance Measures | Christine Uriarte
The National Crime Agency: Advice for SMEs on How to Protect Your Business from Bribery and Corruption | Ingrid Leonard
China's New Definition of Bribery Is Anti-Competitive | Henry Chen
Grand Corruption in Malaysia: How Money Is Laundered and Who Is Facilitating It? | Cynthia Gabriel 
Cross-border Compliance, Corporate Governance and Culture in Russia | Anatoly Yakorev 

Chapter 5: Compliance Standardization – Global and National Perspectives
ISO 19600 – An Open and Flexible Standard in a Regulated Context that also Offers Benefits at International Level | Prof. Dr. Peter Fissenewert
Introducing Compliance to the Shop Floor – ISO 19600 and Germany | Michael Kayser
Cross Border Compliance – Standardisation Experience from Austria | Dr. Barbara Neiger
Cross-Border Compliance Standardisation – A Swiss NGO Perspective | Dr. Daniel Lucien Bühr

Chapter 6: Cross Cultural Compliance Communication and Other Methods
Cross-Cultural Compliance and Communication – the thyssenkrupp Experience | Will Phua
Lessons on Cross-Cultural Compliance Communication | Vincent Pepito F. Yambao, Jr.
Compliance communication in crossborder cases | Prof. Dr. Peter Fissenewert
"Integrity Has No Borders": Collective Action on Business Integrity in ASEAN | Thomas Thomas
Compliance & Third-Party Due Diligence | Leas Bachatene
The Role of Middle Management in CMS | Dr. Oskar Filipowski
Compliance in and for Africa: perspective of a SME | Meinhand Remberg

Chapter 7: Whistleblowing and Internal Investigations
How to Act in Cases of Cross Border Fraud | Geert Delure
Dealing with Compliance Cases at Siemens | Marcin Szczepański
Conducting a cross-border compliance investigation and a crisis | Nico Zwikker
"Whistleblower protection" – legal threats and challenges in Poland | Marcin Gomoła 
Romanian Whistleblowing Regulations: From Exemplary to Incomplete | Dr. Raluca- Isabela Oprişiu

Chapter 8: International Trade Compliance
Current Challenges in International Trade Compliance | Gabriel Kurt
Managing Customs Compliance in International Trade | Prof. Dr. Wiesław Czyżowicz 
The Nexus between Export Compliance and Anti-Corruption Controls | Lino Arboleda 
Customs in the Era of Terrorism | Prof. Dr. Achim Rogmann
China's Current Export Control Scheme and Draft New Law – An Overview | Deming Zhao

Yes! We start with the first lectures in October, finish with the submission of the master's thesis in July / August and award the certificates at the handover ceremony in October!

Yes, the programme is primarily aimed at professionals and is designed for this group, i.e. courses only take place on Fridays and Saturdays, on a total of 31 days a year, of which only 10 days are in attendance at the university.

All students are welcome at the Viadrina. We realise that living and working locations are very different. The course locations have therefore been mixed – some in person, some online. According to the programme schedule, the face-to-face courses take place in Frankfurt (Oder). This applies to three weekends in the winter semester and two in the summer semester. The remaining courses take place online.

The examination load is limited. There are four written final module examinations, a presentation followed by a discussion and the master's thesis! These examinations are spread over the whole year.