Chapter 6: Carnival looks toward a new horizon
By 
Aly McDevitt2020-09-17T13:00:00
While everyone awaits normal life on the other side of a vaccine, Carnival’s Ethics and Compliance department has refused to let its well-laid plans go awry. Resumption of worldwide travel will one day be back, and until that day arrives, Carnival is marching onward within the bounds of its environmental compliance plan, now in its fourth year.
As Chief Ethics and Compliance Officer Peter Anderson mentioned back in fall 2019, incidents are assets. If the coronavirus’s presence aboard Carnival ships could be regarded as one enormous incident, then there would be many learnings—assets—to be unpacked. That is precisely what CEO Arnold Donald told the court in April; that the company was already learning a lot in the pause period so far.
Related articles
-
WebcastCPE Webcast: How to Build Holistic Risk and Resilience Management
Risk, compliance, and business continuity teams often run in parallel, but what if they worked better together? As risks become more interconnected and the pressure to respond quickly grows, companies are realizing that a siloed approach doesn’t cut it anymore.
-
WebcastOct 9 | Lessons in Building a Global Ethics and Investigations Program
In this panel, Fujifilm leaders share the turning points, hurdles, and strategies that shaped their global ethics and investigations program.
-
WebcastOct 16 | TPRM - Best Practices for Calculating Inherent Risk
Join this webinar with ProcessUnity to hear expert advice and best practices on how to calculate inherent risk and put it to work for your program.
More from Case Studies
-
PremiumNavigating top risks in the insurance industry
Cyber threats, climate-related catastrophes, and disruptive technologies remain top risks reshaping the U.S. insurance industry. The question is how chief risk officers at the nation’s largest insurers are confronting them.
-
NewsChapter 4: Investigations into misconduct: What banks can do
Both JPMorgan Chase and Deutsche Bank retained their respective Jeffrey Epstein relationships for too long. Yet, there is a case to be made for why exiting a high-risk relationship too soon can become an inverse form of recklessness.
-
NewsChapter 3: Egregious failures: Customer due diligence and transaction monitoring
Why did JPMorgan Chase retain Jeffrey Epstein for more than a dozen years? How did the relationship persist despite glaring red flags? The “why” is straightforward; the “how” is more complicated.