This paper examines corporate governance culture and compliance management within Dubai's financial sector, with particular reference to the Dubai Financial Services Authority (DFSA) and its regulated participants. The paper discusses the role of the compliance manager as an independent oversight function, the meaning and importance of a "governance culture," and the multiple levels at which corporate governance operates — from regulatory bodies down to individual employees. It also explores how a strong governance culture contributes to business sustainability through improved reputation, reduced financial risk, and competitive advantage.
The compliance manager operates as an independent office within the corporation. This means that the compliance manager does not work under any of the management personnel. The reason for this arrangement is that the compliance manager must be able to maintain independent oversight of all levels within the company, and the only way to achieve that is through full independence. Compliance managers of individual firms are given oversight by the Dubai Financial Services Authority (DFSA).
A "governance culture" refers to a culture that places primacy on good governance as a means of doing business. The underlying view of this culture is that good governance provides investors the security they need to feel comfortable investing their money. This attracts more investors and more capital into the banking system. The world's largest and most robust banking systems all feature a culture of governance, while those that have been troubled by corruption scandals or required government bailouts represent banking systems that lack such a culture.
The DFSA "expects all regulated DIFC participants to evidence a strong compliance culture," and underscores the point that there needs to be recognition that a firm's best interests lie in meeting or exceeding written standards of compliance (DFSA, 2013). When the governance culture develops fully, organizations become capable of self-governing through that culture, which should result in little interference or enforcement from the oversight body.
"Regulatory, executive, and employee governance layers"
"Governance as driver of long-term business health"
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