Background

Opinion research was conducted on behalf of Baker McKenzie in autumn 2017 amongst 537 companies with a UK turnover of £1 billion or more.

Study participants were a representative sample of business leaders including compliance leaders (head of compliance, chief compliance officer), growth leaders (head of strategy, chief strategy officer, business development director) and general managers (general manager, UK managing director).

Participants were drawn from the following sectors: industrial and automotive, consumer goods, energy and infrastructure, financial services, healthcare and life sciences, and technology, media and telecoms (TMT).

The full research report can be found here.

We asked participants about their approaches to compliance and surveyed the level of connectedness across four critical dimensions:

  • Collaborative: Compliance is integrated with and understood by the rest of the organisation.
  • Agile: Complex regulation can be addressed quickly and effectively across the whole organisation and its supply chain.
  • Strategic: Compliance makes an impact beyond compliance operations: compliance and growth strategy are aligned.
  • Effective: Compliance is operationally effective and continuously improving.

Using the data, an online tool has been developed to provide companies with a benchmark of their own compliance compared to others in their industry as well as high performing organisations.

Logic and Scoring

Each of the dimensions is equally weighted and therefore worth 25% of the overall score.

The overall Connected Compliance Score (CCS) measures the extent to which corporates connect compliance across their organisation to manage risk and achieve competitive advantage.

The CCS is the mean average of the sum of the scores in the four dimensions.

High performing organisations

High performing organisations were defined as companies that had a 20% turnover increase or more in the last financial year.