Progress in the business world by specializing in Corporate Compliance and Corporate Social Responsibility, mastering ethical decision making in an increasingly demanding and globalized environment" 

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class center for intensive managerial skills education.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success”

At TECH Global University

Innovation

The university offers an online learning model that balances the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system. 

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives prepared each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.  

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.   

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case analyses in academia” 

The syllabus of this program is designed to provide students with a comprehensive preparation in business ethics and social responsibility. Students will explore key topics such as enterprise risk management, regulatory compliance, prevention and management of corruption and money laundering, responsible supply chain management, and the social and environmental impact of organizations. In addition, the program also includes subjects focused on the development of practical skills, such as project management, effective communication, negotiation and leadership. The syllabus has been designed by experts in business ethics and social responsibility, and is regularly updated to reflect the latest trends and challenges in this constantly evolving field. 

Access to new professional opportunities thanks to this Advanced master’s degree, with which you will master aspects such as the prevention of money laundering"

Syllabus

The Advanced master’s degree in Corporate Compliance and Corporate Social Responsibility at TECH Global University is an intensive program that prepares students to face business challenges and decisions both nationally and internationally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.

Throughout 3,000 hours of study, students will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.

This program deals in depth the main  Corporate Compliance and the Corporate Social Responsibility areas and is designed for managers to understand business management from a strategic, international and innovative perspective. 

A plan designed for students, focused on their professional development, which prepares them to achieve excellence in the field of management and business management. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the skills to solve critical situations in a creative and efficient way. 

This program takes place over 24 months and is divided into 20 modules:   

Module 1. Corporate Compliance. Regulatory Framework
Module 2. Business Management Elements of Compliance
Module 3. Criminal Compliance
Module 4. Compliance as a control function: prevention of money laundering and terrorist financing 
Module 5. Compliance and data protection 
Module 6. Labor Compliance 
Module 7. Compliance to mitigate cybersecurity risks and the use of technologies in the company 
Module 8. Competition and Intellectual Rights Compliance 
Module 9. Financial Compliance 
Module 10. Sectorial Compliances 
Module 11. Ethics and Conceptualization of the Corporate Social Responsibility (CSR)
Module 12. Strategic Management of the Company from the perspective of Corporate Social Responsibility. Stakeholders Management
Module 13. Socially Responsible Marketing 
Module 14. Corporate Social Responsibility in the Sports 
Module 15. Corporate Social Responsibility in the Work Setting 
Module 16. Social Responsibility in the public sector (Rsp). Environmental Social Responsibility 
Module 17. Corporate Social Responsibility in the commercial sphere
Module 18. Corporate Social Responsibility (CSR) in the international arena
Module 19. Corporate Social Responsibility in the tax field
Module 20. Corporate Social Responsibility in the Criminal field

Where, When and How is it Taught?

TECH offers the possibility of developing this Advanced master’s degree in Corporate Compliance and Corporate Social Responsibility completely online. Over the course of 24 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.

Module 1. Corporate Compliance. Regulatory Framework

1.1. Corporate Compliance. Development in Organizations

1.1.1. Corporate Compliance
1.1.2. Compliance and Regulatory Compliance
1.1.3. Compliance within Organizations

1.2. Compliance function and requirements

1.2.1. Compliance culture
1.2.2. Position in the organization
1.2.3. Reference terms of the Compliance function
1.2.4. Interaction With Other Function

1.3. Industry standards and best practices (ISO rules)

1.3.1. ISO 37301
1.3.2. UNE 19601:2017 on Criminal Compliance Management Systems
1.3.3. ISO 37001 Anti-bribery management systems standard
1.3.4. UNE-/ IEC 27000 Standards. Information Security Management System (ISMS)
1.3.5. UNE-/ IEC 20000 Standards. IT Service Management System (ITSMS)

1.4. Internal regulations of the organizations

1.4.1. Hierarchy of policies
1.4.2. The rule of rules or rule 0
1.4.3. Ethical Codes
1.4.4. Structuring and production
1.4.5. Revision and updating
1.4.6. Advertising and Communication

1.5. Ethics in the Compliance Framework

1.5.1. Business ethics
1.5.2. Theories of Business Ethics
1.5.3. Ethical performance and reputational impact

1.6. Compliance leadership and culture

1.6.1. Leadership in organizations: importance of tone at the top
1.6.2. Development of a control structure: the three lines of defense
1.6.3. Metrics of effective leadership in Compliance

1.7. Prevention of conflicts of interest in the corporate framework

1.7.1. Conflicts of interest in the corporate framework
1.7.2. Types of conflicts of interest
1.7.3. Conflict Management interest rate

1.8. Compliance officer

1.8.1. Compliance officer profile
1.8.2. Compliance officer in Spanish regulation
1.8.3. Interaction With Other Function

1.9. Compliance officer Tasks

1.9.1. Compliance officer Tasks
1.9.2. The problem of their heterogeneity
1.9.3. Structures of compliance tasks

1.10. Responsibility of the compliance officer

1.10.1. Responsibility of senior management in Compliance
1.10.2. Responsibility of the compliance officer
1.10.3. Responsibility of the rest of the organization regarding Compliance

Module 2. Business Management Elements of Compliance

2.1. Leadership. Planning. Operation Evaluation. Improvement of procedures

2.1.1. Philosophies behind Compliance cycles: PDCA
2.1.2. Philosophies behind Compliance cycles: Kaizen
2.1.3. Philosophies behind Compliance cycles

2.2. Communication Training. Sensitization in the Company

2.2.1. Philosophies behind Compliance cycles:
2.2.2. Communication Structure in Compliance
2.2.3. Personnel Training
2.2.4. Internalization of Compliance

2.3. Monitoring. Procedure. Plan: execution of the plan

2.3.1. Compliance monitoring and testing
2.3.2. Differences with audit functions
2.3.3. Compliance plan design
2.3.4. Design of the monitoring and testing program
2.3.5. Plan implementation and execution
2.3.6. Reporting of results

2.4. Complaint and investigation channels in compliance procedures

2.4.1. Whistleblowing channels: European regulation
2.4.2. Types of whistleblowing channels
2.4.3. Design of whistleblowing channels. Components
2.4.4. Flows and processes in whistleblowing cases

2.5. Disciplinary measures and incentives for the implementation of compliance programs

2.5.1. Compliance as a function of control and identification of misconduct
2.5.2. Relationship with human resources and management
2.5.3. Incentive and disciplinary system

2.6. Records Compliance Plans

2.6.1. Record keeping of compliance plans
2.6.2. Content information
2.6.3. Record keeping procedure

2.7. Annual Compliance Plan

2.7.1. Elements of the annual compliance plan
2.7.2. Design of the annual compliance plan its approval
2.7.3. Monitoring of the annual Compliance plan
2.7.4. Annual Compliance Plan Report

2.8. Information and results reporting

2.8.1. Management Information (MI): SMART information
2.8.2. Internal reports generated by the Compliance Function
2.8.3. External reports generated by the Compliance Function

2.9. Corporate Compliance. Good Governing

2.9.1. International and local background
2.9.2. Corporate Compliance. Good governance: keys
2.9.3. Increased focus on ESG Compliance

2.10. Relationship of the Compliance department with other departments of the organization

2.10.1. Relationship with senior management
2.10.2. Relation with the Committee of Compliance
2.10.3. Relationship with the third line of defense: internal audit
2.10.4. Relationship with the first line of defense: business and support functions
2.10.5. Relationship with the second line of defense: Risk

Module 3. Criminal Compliance

3.1. Corporate Compliance. International regulation

3.1.1. U.S. regulation. Importance of the Federal Sentencing Guidelines
3.1.2. Regulation in the European Union countries
3.1.3. Cases of liability of legal entities in Latin America

3.2. Liability of the legal person prior to the criminal code: Contentious-Administrative Law

3.2.1. Liability of the legal person in Contentious-Administrative Law
3.2.2. Relationship between Administrative Law and Criminal Law in Compliance matters
3.2.3. Cases of overlapping: environmental infringements

3.3. Reforms to the Criminal Code regarding the criminal liability of legal persons

3.3.1. Criminal Code prior to the 2010 reform
3.3.2. 2010 reform
3.3.3. Subsequent minor reforms

3.4. Mitigating and exonerating conditions with scope of liability

3.4.1. Mitigating and exonerating factors. Concept
3.4.2. Mitigating elements
3.4.3. Exonerating elements

3.5. Prosecutor's clarification of roles and responsibilities

3.5.1. The Prosecutor's Circular
3.5.2. The problems of the compliance officer
3.5.3. Clarification of roles and responsibilities

3.6. Development of Corporate Defense manuals

3.6.1. Elements of the Corporate Defense manual
3.6.2. Roles in the development of plans
3.6.3. Risk map: assessment of the risks to which the entity is exposed
3.6.4. Production of the Corporate Defense manual. Steps

3.7. Risk map: assessment of the risks to which the entity is exposed

3.7.1. The Risk Map
3.7.2. Elements of the risk map
3.7.3. Elements of the risk map

3.8. Control frameworks, design and structures for implementation

3.8.1. Control as a mitigant of inherent risk
3.8.2. Policy design and training as mitigating factors
3.8.3. Control structures: a priori/ posteriori, manual/automated

3.9. Governance: committees and responsibilities

3.9.1. Committees as risk managers
3.9.2. Roles and Responsibilities
3.9.3. Effectiveness of committees

3.10. Role design. Practical Example

3.10.1. Mapping of applicable criminal types and scenarios
3.10.2. Roles and Responsibilities
3.10.3. Assignment of probability and risk: calculation of inherent risk
3.10.4. Evaluation of the control framework and calculation of residual risk

Module 4. Compliance as a control function: prevention of money laundering and terrorist financing

4.1. Financial crime: impact, elements and phases

4.1.1. The threat of financial crime in the economy. Pillars
4.1.2. Impact in the Economy
4.1.3. Money Laundering
4.1.4. Funding of Terrorism
4.1.5. Phases of Money Laundering and Terrorist Financing

4.2. Institutions and regulations in the prevention of money laundering and terrorist financing

4.2.1. Regulatory and supervisory focus on financial crime issues
4.2.2. Institutions and international legal frameworks of reference
4.2.3. Local institutions and legal frameworks of reference

4.3. Prevention of Money Laundering

4.3.1. Direct activities
4.3.2. Principal (financial sector)
4.3.3. Secondary (other sectors)
4.3.4. Indirect activities: service providers to entities subject to the direct money laundering prevention regime. Gaps

4.4. Program for the prevention of money laundering and financing of terrorism. Implementation and implications

4.4.1. Financial crime program. Pillars
4.4.2. Design of policies and procedures. Implementation and adaptation of systems
4.4.3. Financial crime program. Principles

4.5. Compliance as a support function

4.5.1. Compliance as a support function
4.5.2. Design of financial crime manuals and policies
4.5.3. Development of communication and training strategies

4.6. Compliance as a control function I: identification and verification

4.6.1. Identification of customers and counterparties
4.6.2. Risk-based approach: verification and periodic reviews
4.6.3. Requirements for the last beneficiary

4.7. Compliance as a control function II: Monitoring and suspected

4.7.1. Types of suspicious transactions
4.7.2. Monitoring design
4.7.3. Monitoring flow
4.7.4. Types of suspicious transactions

4.8. Compliance as a Control Function III: Terrorist financing and international financial sanctions: filtering tools

4.8.1. Filtering of operations related to international financial sanctions
4.8.2. List controls
4.8.3. Extraterritoriality: the case of the American supervisor (OFAC)

4.9. New technologies in financial crime

4.9.1. Evolution of Finances: FinTech and cryptoassets
4.9.2. Technological Revolution. Risks and Opportunities
4.9.3. Advances in controls: RegTech

4.10. Tax Compliance: detection of tax evasion structures

4.10.1. Tax Compliance. Detection of tax evasion structures
4.10.2. International Tax Compliance Regulations: FATCA and CRS
4.10.3. Tax evasion structures: Panama Papers

Module 5. Compliance and data protection

5.1. Europe Data Protection Regulation

5.1.1. Europe Data Protection Regulation
5.1.2. The Regulation General Data Protection Regulation
5.1.3. Follow-up by other jurisdictions: the Californian Case and the Chinese Regulation

5.2. AEPD Guidelines

5.2.1. Data Protection Law: Organic Law 3/2018, of December 5th on Personal Data Protection and guarantee of digital rights
5.2.2. Development guides
5.2.3. Legal reports and rulings

5.3. Principles Relating to the Processing of Personal The Data

5.3.1. Lawfulness, transparency and fairness
5.3.2. Purpose
5.3.3. Data Minimization
5.3.4. Accuracy
5.3.5. Limitation of the conservation period
5.3.6. Security/Safety
5.3.7. Active liability or proven liability

5.4. Informed consent to the processing of personal data

5.4.1. Requirements to be met by consent
5.4.2. Tacit and explicit consent
5.4.3. Taxonomy of consent under GDPR

5.5. Rights of data subjects in relation to their personal data

5.5.1. Access
5.5.2. Rectifier
5.5.3. Opposition
5.5.4. Suppression
5.5.5. Treatment limitation
5.5.6. Portability
5.5.7. Not to be subject of automated individualized decisions
5.5.8. Information
5.5.9. Shengen rights

5.6. The figures of data controller and data protection officer

5.6.1. Concept of data controller
5.6.2. Concept of co-responsible
5.6.3. Concept of manager
5.6.4. Legal structures: model agreements

5.7. Data protection compliance by design and by default

5.7.1. Reason for the novelty of GDPR in these two cases
5.7.2. Data protection compliance by design and their impact
5.7.3. Data protection by default

5.8. Measures for complying with data protection obligations

5.8.1. Processing Activities Register
5.8.2. Inventory of treatment activities
5.8.3. Risk assessment for the rights and freedoms of data subjects that could result from the processing of personal data
5.8.4. Execution of data protection impact assessments
5.8.5. Prior consultation
5.8.6. Security of data processing
5.8.7. Notification of personal data breaches to the controlling authority
5.8.8. Communication of personal data breaches to data subjects
5.8.9. Code of Conduct

5.9. The Data Protection Officer

5.9.1. Profile and requirements of the protection officer
5.9.2. Independence of protection officer data
5.9.3. Relation with the function of Compliance

5.10. International Data Transfers

5.10.1. International data transfers: bilateral contracts
5.10.2. Binding Corporate Rules (BCR)
5.10.3. Data protection codes of conduct

Module 6. Labor Compliance

6.1. Labor Compliance. General Framework

6.1.1. Labor Compliance
6.1.2. Regulatory sources
6.1.3. Human resources or Compliance

6.2. Labor Compliance Program

6.2.1. Program Objectives
6.2.2. Differences with labor auditing and legal advice
6.2.3. Compliance planning
6.2.4. Compliance implementation process

6.3. Gender Equality Plans

6.3.1. Regulation Equality Plans
6.3.2. Elements of the equality plan
6.3.3. Design and implementation of the equality plan

6.4. Compliance with compensation records. Wage Gap

6.4.1. Compliance with compensation records
6.4.2. Compliance plan design
6.4.3. Implementation of the compliance plan

6.5. Gift and meal management compliance

6.5.1. Importance of control: conflicts of interest, prevention of bribery and corruption
6.5.2. Design of gift and meal management policies and their implementation
6.5.3. First and second line of defense of operational controls

6.6. Internal code of conduct and compliance

6.6.1. Infractions and sanctions system
6.6.2. Workers' Statute
6.6.3. Compliance Training

6.7. Crime prevention in the workplace

6.7.1. Mapping and implementation
6.7.2. Scenarios
6.7.3. Preventive Measures

6.8. Reporting channels and protection protocols against harassment and discrimination

6.8.1. Problem of the responsibility of the whistleblower channel: Compliance vs. Human Resources
6.8.2. Protection protocols against harassment and discrimination
6.8.3. Preventive and detective controls. Measures to be implemented

6.9. Processing of personal data in the workplace: the case of video-surveillance and time control

6.9.1. Ethics in the Technological World
6.9.2. Labor controls in the technological world AEPD Guidelines
6.9.3. Implementation of the obligation of time and attendance control

6.10. Law to the Digital Disconnecting

6.10.1. The right to digital disconnection Origin
6.10.2. Disconnection as a digital right of individuals
6.10.3. Implementation measures and case law

Module 7. Compliance to mitigate cybersecurity risks and the use of technologies in the company

7.1. Technological compliance in the business environment

7.1.1. Digital Compliance. Evolution of Compliance in the technological era
7.1.2. Regulatory framework of the digital environment
7.1.3. Coordination of Compliance with other areas (CISO)

7.2. Use of technological means in the company

7.2.1. General rules for implementation and use
7.2.2. Hardware rules. Software rules
7.2.3. Electronic media rules. Visual media and geolocation rules

7.3. Use of Social Networks in business field

7.3.1. Social networking and internet use policy
7.3.2. Confidentiality of business information and social networks
7.3.3. Social Media Campaigns

7.4. Operational risk management: business continuity and disaster recovery planning

7.4.1. Business Continuity Plans
7.4.2. Disaster Recovery Plan
7.4.3. Third-party agreements
7.4.4. Suppliers and subcontractors

7.5. Classification of business information

7.5.1. Classification of Information
7.5.2. Control measures of the information according to its sensitivity
7.5.3. Data incident management procedure

7.6. Cybersecurity Essential element of corporate protection

7.6.1. Regulatory Framework
7.6.2. Framework control and cybersecurity
7.6.3. Development of internal tests and audits: penetration tests
7.6.4. Cybersecurity incidents
7.6.5. Post-mortem, notification and remediation

7.7. Controls on third parties: splitting in technology value chains

7.7.1. Digital operational resilience act. The Future
7.7.2. Framework contracts and service level agreements. Importance
7.7.3. Audits and due diligence of technology counterparties

7.8. Electronic contracting, consumer protection and digital signature. New issues

7.8.1. Electronic contracting Electronic Signature and digital signature
7.8.2. Digital consumer protection: DMA and DSA
7.8.3. Digital Identity

7.9. RegTech: preventive technologies in Compliance

7.9.1. Preventive controls
7.9.2. Compliance by design: controls in the development of systems
7.9.3. Technological preventive compliance guides

7.10. RegTech: Detectable technologies in Compliance

7.10.1. Monitoring Systems
7.10.2. Incident and analysis detection
7.10.3. Internal, customer and regulatory reports

Module 8. Competition and Intellectual Rights Compliance

8.1. Competition Compliance Activity. European Regulatory Framework

8.1.1. Compliance with Competence
8.1.2. European Regulations
8.1.3. Doctrine and jurisprudence
8.1.4. Supervision

8.2. Fundamental Elements of characterization

8.2.1. Free competition restriction
8.2.2. Vertical restraints
8.2.3. Horizontal restraints
8.2.4. Collusion

8.3. CNMC's practice in relation to compliance programs

8.3.1. Developments in CNMV practice
8.3.2. Ex ante program resolutions
8.3.3. Ex post program resolutions

8.4. Effective compliance programs. CNMC evaluation criteria

8.4.1. Summary of main components
8.4.2. Self-diagnostic meter
8.4.3. Reporting meter

8.5. The Cartel and the Lobby. Example: the Chilean Lobby Law

8.5.1. Chilean Lobby Law
8.5.2. Cartel cases
8.5.3. Lobbying cases

8.6. Public procurement and anticorruption

8.6.1. Characterization elements
8.6.2. Extraterritorial international regulations: FCPA and UK Bribery Act
8.6.3. Other agents: international transparency and its corruption perception index

8.7. New technologies for competition risk mitigation. Pricing instructions, information and exclusion strategies

8.7.1. Basis for evaluation
8.7.2. Information with competitive scope
8.7.3. Planning and risk mitigation strategy in competition

8.8. Legal framework for compliance with intellectual rights

8.8.1. Regulations
8.8.2. Contents
8.8.3. Aspects of particular consideration

8.9. Risk delimitation

8.9.1. Particular study of the scope of development of intellectual rights
8.9.2. Risk delimitation
8.9.3. Aspects in the praxis for planning and control

8.10. Unlawful acts in the context of intellectual rights

8.10.1. Detection
8.10.2. Protection Scope
8.10.3. Infringement policy

Module 9. Financial Compliance

9.1. Risk structures in Financial Compliance

9.1.1. Compliance Risks
9.1.2. Reputational risks
9.1.3. Regulatory risks
9.1.4. Conduct risks
9.1.5. Financial crime Risk

9.2. Consumer and investor protection

9.2.1. Consumer protection: channels for queries and complaints
9.2.2. Special focus groups: financial inclusion and vulnerability
9.2.3. Cases Wells Fargo and the Bankia case

9.3. MiFID II. European regulations on Financial Markets

9.3.1. MiFID II: objectives, impact and general framework
9.3.2. Product catalogue
9.3.3. Customer Classification
9.3.4. Securities Market Law

9.4. Investment instruments: controls. Appropriateness and suitability

9.4.1. Product governance
9.4.2. Suitability and convenience test
9.4.3. Distribution: communication and advertising campaigns
9.4.4. Compliance controls and monitoring

9.5. Market manipulation

9.5.1. European Regulation Market Abuse Directive (MAD) and Market Abuse Regulation (MAR)
9.5.2. Market Abuse. Pillars
9.5.3. Sanctioned behaviors

9.6. Privileged information in the financial markets

9.6.1. Privileged information
9.6.2. Risk events
9.6.3. Control systems

9.7. Controls on the contracting of financial products by remote means

9.7.1. The risk of using remote means
9.7.2. Protection controls for institutions
9.7.3. Consumer protection controls

9.8. Cross-border transactions in finance

9.8.1. Globalization: licensing versus access
9.8.2. Mappings of business licenses and jurisdictions with cross-border services
9.8.3. Design of mitigating factor matrices

9.9. Regulatory Change Management

9.9.1. Regulatory Change Management
9.9.2. Follow-up of regulatory developments and initiatives
9.9.3. Mapping and analysis of required actions
9.9.4. Coordination and implementation

9.10. Compliance Project Management

9.10.1. Compliance as a project manager
9.10.2. Pillars in Compliance Project Management
9.10.3. Compliance project life cycle

Module 10. Sectorial Compliances

10.1. Compliance in Contracting

10.1.1. Compliance in Contracting
10.1.2. Public and private contracting
10.1.3. Compliance in public recruitment

10.2. Regulatory compliance in the environmental area

10.2.1. The Objectives of Agenda 2030
10.2.2. The scandals: Dielselgate
10.2.3. False reports: Green Washing
10.2.4. The metrics and reporting problem

10.3. Advocacy and compliance activity

10.3.1. Lawyers as advisors to regulated entities
10.3.2. Lawyers as regulated entities
10.3.3. Data protection in the legal profession

10.4. The food sector in the compliance activity

10.4.1. Transparency to consumers and users
10.4.2. The problem of fractioning in the value chain and relocations
10.4.3. Sector Particularities

10.5. Regulatory compliance in the health and safety sector

10.5.1. Confidentiality and Data Protection
10.5.2. Conflict of interest management
10.5.3. Sector Particularities

10.6. Regulatory compliance in energy

10.6.1. Role of the energy sector. Controls
10.6.2. Prevention of bribery and corruption. Risk
10.6.3. Oil and gas: Trade Finance Compliance.International financial sanctions

10.7. Regulatory compliance in the pharmaceutical sector

10.7.1. Compliance in the pharmaceutical sector
10.7.2. Compliance in industrial property
10.7.3. Self-regulation and advertising self-control

10.8. Regulatory compliance in small and medium-sized companies

10.8.1. SMEs: obligation versus resources
10.8.2. Compliance Program for SMEs
10.8.3. Efficient Management

10.9. Regulatory compliance in listed companies and other types of companies

10.9.1. Origins: Enron case and the emergence of SOX regulations in the United States
10.9.2. Good corporate governance: benchmark reports and remuneration
10.9.3. Other types of companies: cooperatives

10.10. Compliance in the framework of consumer relations

10.10.1. Consumer protection regulations
10.10.2. Risk analysis in the provision of consumer services
10.10.3. Planning and control of consumer compliance systems

Module 11. Ethics and Conceptualization of the Corporate Social Responsibility (CSR)

11.1. Organizational Ethics

11.1.1. Organizational Ethics
11.1.2. Functions and utilities
11.1.3. Business ethics

11.2. Progressive Implementation of Corporate Social Responsibility (CSR)

11.2.1. Conceptualization
11.2.2. Expansion and consolidation
11.2.3. Regulation
11.2.4. CEO Agenda

11.3. Identification of Corporate Social Responsibility (CSR) versus other figures

11.3.1. RSO
11.3.2. RSI
11.3.3. Charity
11.3.4. Cause Making

11.4. Corporate Social Responsibility (CSR) as a Framework Concept to be Developed by the Company

11.4.1. Interpretation of CSR
11.4.2. Dimensions of CSR
11.4.3. Typology of the company's actions in CSR

11.5. Transparency and Communication in the Visibility of Corporate Social Responsibility (CSR)

11.5.1. Accountability
11.5.2. Ethical Codes
11.5.3. Reports and memories
11.5.4. Ethical audits

11.6. Political impetus for Corporate Responsibility (CSR) in Spain

11.6.1. State Legislation
11.6.2. Council of experts and social dialogue roundtable
11.6.3. CNMV
11.6.4. Regional and local government

11.7. Political impetus for Corporate Responsibility (CSR) in Europe

11.7.1. Beginnings, the Copenhagen Charter
11.7.2. The European Commission's Green Paper
11.7.3. Other actions

11.8. Company - NGO relations

11.8.1. The third sector, NGOs and other associations
11.8.2. Communication, dialogue and level of commitment
11.8.3. Contextualization of the relationship and creation of value

11.9. Ethics, development and peace

11.9.1. CSR in developing countries
11.9.2. Bribery and corruption
11.9.3. Peace

11.10. Assessment of Corporate Social Responsibility (CSR)

11.10.1. Approach
11.10.2. Criteria
11.10.3. Consequences

Module 12. Strategic Management of the Company from the perspective of Corporate Social Responsibility. Stakeholders Management

12.1. Strategic Business Management. Assessment of Corporate Social Responsibility (CSR)

12.1.1. Concept of a Company

12.1.1.1. Property
12.1.1.2. Management
12.1.1.3. Government

12.1.2. Key Elements in a Company

12.1.2.1. Mission
12.1.2.2. Vision
12.1.2.3. Objectives

12.2. Management Subsystems Involved in Corporate Social Responsibility (CSR) Policies

12.2.1. Production Management
12.2.2. Financial Management
12.2.3. HR Management
12.2.4. Marketing Management
12.2.5. Other emerging subsystems

12.3. Stakeholder Theory. Management's approach to stakeholders

12.3.1. Stakeholder theory and its approach to CSR
12.3.2. Development of economic theories of strategic management applied to CSR
12.3.3. Challenges posed by stakeholder theory

12.4. Principles of value creation of the company for its stakeholders (Freeman). Principles of application of Corporate Governance based on Corporate Social Responsibility

12.4.1. Principle of generality
12.4.2. Principle of complexity
12.4.3. Principle of integration
12.4.4. Principle of permanence

12.5. Instrumental approach to stakeholder theory, Corporate Social Responsibility as an instrument for achieving business objectives

12.5.1. Stakeholder theory approaches
12.5.2. The instrumentalization of the stakeholder
12.5.3. CSR strategy based on the instrumental approach

12.6. Normative approach to stakeholder theory. Compliance and Corporate Social Responsibility

12.6.1. The usefulness of stakeholder theory in achieving business objectives
12.6.2. Stakeholder classification from the normative analysis
12.6.3. CSR strategy based on the Regulations approach

12.7. Integrated stakeholder management, I. Decision to implement Corporate Social Responsibility policies

12.7.1. Identification of the company's stakeholders
12.7.2. Diagnosis of the company and its current CSR management
12.7.3. Awareness of teams as an essential element for the implementation of future CSR policies

12.8. Integrated stakeholder management II. Global action planning for the implementation of Corporate Social Responsibility policies

12.8.1. Commitment of the management subsystems and the teams involved to the adequacy of socially responsible behaviors
12.8.2. Election of responsible persons to monitor and implement the agreed actions
12.8.3. Timing of actions and objectives in the implementation of CSR-based management

12.9. Integrated stakeholder management III. Corporate Social Responsibility (CSR) Actions

12.9.1. Implementation of strategic CSR plans
12.9.2. Monitoring of compliance with CSR strategic plan objectives and milestones
12.9.3. Communicating the evolution and challenges of stakeholder management

12.10. Measuring results of the Corporate Social Responsibility strategic plan

12.10.1. Dimensions of CSR
12.10.2. Social accounting indicators
12.10.3. CSR Reporting

Module 13. Socially Responsible Marketing

13.1. Socially Responsible Marketing vs. Sales Focused Marketing

13.1.1. Role of the Marketing in the Company
13.1.2. Sales-focused in marketing
13.1.3. Socially Responsible Marketing

13.2. Socially Responsible Marketing and stakeholders

13.2.1. The marketing ecosystem
13.2.2. Design of marketing strategies aimed at different stakeholders
13.2.3. Develop of holistic marketing plan

13.3. Socially Responsible Marketing and ESG (Environmental, Social And Governance) Criteria

13.3.1. WHO Criteria
13.3.2. ESG criteria for Investors. Importance
13.3.3. Influence of marketing decisions on ESG criteria

13.4. Socially Responsible Marketing and intangible asset management

13.4.1. How to generate competitive advantages through the management of intangible assets
13.4.2. How to manage corporate reputation
13.4.3. Impact of socially responsible marketing on corporate legitimacy

13.5. From management to action of Socially Responsible Marketing I. Report Design

13.5.1. Importance of a Social Responsibility Report
13.5.2. Structure of the Report
13.5.3. Report design and dissemination

13.6. From management to action of socially responsible marketing II. Product design

13.6.1. Product design and innovation decisions
13.6.2. Design and marketing of sustainable products
13.6.3. Socially responsible consumer perception

13.7. From management to action of socially responsible marketing III. Internal Marketing Strategies

13.7.1. Socially responsible internal marketing plan
13.7.2. How to reduce employment discrimination
13.7.3. Design and implementation of a volunteer plan

13.8. From management to action of socially responsible marketing IV. Corporate government and investors

13.8.1. Impact of CSR on investment decisions
13.8.2. Diversity in corporate government
13.8.3. Dissemination of socially responsible marketing actions to impact investors

13.9. Socially Responsible Marketing: Disputes and complaint management

13.9.1. Disputes. Dispute management
13.9.2. Management of customer complaints
13.9.3. Impact of social networks on the perception about companies

13.10. Communication and evaluation of a responsible marketing plan

13.10.1. Design of a communication plan for social responsibility actions
13.10.2. Monitoring and evaluation of responsible marketing actions
13.10.3. Timeline for the implementation of socially responsible marketing actions

Module 14. Corporate Social Responsibility in the Sports

14.1. Organizational Structure of Sports

14.1.1. The influence of the federative pyramidal structure of sport on the connections between good governance and corporate social responsibility
14.1.2. International structures
14.1.3. National structures

14.2. Social Responsibility in the Sports

14.2.1. Good governance in sport
14.2.2. Compliance in sports organizations, compliance programs and the figure of the Compliance Officer
14.2.3. Ethics in Sport

14.3. Responsible treatment of minors in sport

14.3.1. Regulatory contextualization in the sporting framework and in the general framework
14.3.2. Obligations and references to minors in sport
14.3.3. Special cases on differentiated disciplinary regimes

14.4. Violence Situation diagnosis and risks in the social environment of sports organizations

14.4.1. Applicable normative framework as a basis for developing compliance programs against violence
14.4.2. The position of international and European law institutions
14.4.3. Practical cases of violence in sport: international and national level

14.5. The system of corporate social responsibility as a guarantor against doping in sport

14.5.1. Applicable regulations as a social guarantee
14.5.2. The protection of health as a guarantor of social responsibility in sporting entities
14.5.3. Corporate Social Responsibility to guarantee the maintenance of the values of sport

14.6. Corruption and gambling in sport as key points of a socially responsible organization

14.6.1. The crime of corruption in sport: Risky crime versus responsible organization
14.6.2. From practice to theory in order to detect conduct contrary to good corporate governance
14.6.3. The legal framework for sports betting

14.7. Equality in sport as a lever for corporate social responsibility

14.7.1. The relevance of equality in sports management and social management
14.7.2. Legal and social management aspects of an athlete's environment
14.7.3. Memories, analyses and reports on equality in sports structures as socially responsible for change

14.8. Integrity in sport. Risk map in practical situations

14.8.1. The integrity of competition: rigging
14.8.2. Integrity in Sports: Diversity
14.8.3. Integrity in sport: transparency

14.9. Corporate Social Responsibility in the Organization of Sporting Events

14.9.1. Contractual scheme
14.9.2. Civil and Criminal Liability
14.9.3. Management of corporate collaborations, sponsorships and other instruments

14.10. Transparency in the context of sport as an economic activity

14.10.1. The specificity of sport
14.10.2. Sport as an economic activity
14.10.3. Professional sport and grassroots sport

Module 15. Corporate Social Responsibility in the Work Setting

15.1. Corporate Social Responsibility job content

15.1.1. Human Resources Management
15.1.2. Good governance and compliance
15.1.3. Ethics, values and sustainability

15.2. The individual work relationship: employee and employer within the framework of social responsibility

15.2.1. Worker and employer
15.2.2. Employment contract: rights and duties of the parties
15.2.3. Birth, vicissitudes and termination of the employment relationship

15.3. Human, social and labor rights in the field of social responsibility

15.3.1. Human rights and the UN Sustainable Development Objectives
15.3.2. Fundamental rights, citizens' rights and guiding principles of social and economic policy
15.3.3. Social and labor rights

15.4. Human, social and Non-Discrimination rights in the field of social responsibility

15.4.1. International legal framework: regulatory principles and standards
15.4.2. National legal framework of the right to equality and non-discrimination
15.4.3. Public and corporate policies on equality and non-discrimination

15.5. Information and participation of workers in the framework of social responsibility

15.5.1. The Right to Information. Company Communication
15.5.2. Right to consultation and participation of workers
15.5.3. Workers' involvement in the objectives and operation of the company

15.6. Training and career advancement in the framework of social responsibility

15.6.1. Right to training and professional promotion
15.6.2. Training content and development. On-the-job and off-the-job training
15.6.3. Public employment policies and worker training

15.7. Reconciliation of work and family life as an objective of social responsibility

15.7.1. Legal framework for work-life balance
15.7.2. Measures for the work-life conciliation in the company
15.7.3. Public policies for the work-family conciliation

15.8. Occupational health and safety as an objective of social responsibility

15.8.1. International legal framework for occupational health and safety at work
15.8.2. The prevention of occupational risks in the company: rights and duties of the parties, risk assessment, prevention plans and liability regime
15.8.3. Public policies for safety and health at work

15.9. Adaptation and change management in companies as a tool for social responsibility

15.9.1. Organizational scope: change management plan in companies
15.9.2. Acquisition of skills and adaptation to change
15.9.3. Change management: strategies, leadership, foresight, decision making, agility and adaptability

15.10. The work of trade unions and collective bargaining in the field of social responsibility

15.10.1. Worker Representation in the Company
15.10.2. Collective Negotiation
15.10.3. Conflict tools for conflict prevention and management

Module 16. Social Responsibility in the public sector (Rsp). Environmental Social Responsibility

16.1. Social Responsibility in the Public Sector in a Global Framework

16.1.1. Social responsibility in public administrations and public entities (PSR)
16.1.2. Origin and evolution of CSR. Current context of PSR
16.1.3. Global instruments of CSR and PSR

16.2. Social responsibility in the management of public organizations

16.2.1. Public administrations and social responsibility
16.2.2. Normative principles of a responsible public organization
16.2.3. Challenges of the Administration

16.3. The dimensions of Social Responsibility in the Administration

16.3.1. Improving governance
16.3.2. Ethics and good governance
16.3.3. Effectiveness and efficiency in public policies
16.3.4. Participation and transparency
16.3.5. Economy
16.3.6. The Environment
16.3.7. Human Resources

16.4. Relevant stakeholders and decision making in Social Responsibility management

16.4.1. Detection of relevant stakeholders in Public Administrations
16.4.2. Dialogue and communication
16.4.3. Decision-making instruments and tools

16.5. Socially responsible public procurement

16.5.1. Responsible public procurement
16.5.2. Regulatory Framework. Public Sector Contracts Law
16.5.3. Incorporation of social clauses in the bidding process for public contracts
16.5.4. Direct and indirect benefits for the contracting public entities and for the general interest

16.6. Social responsibility of HR in public management

16.6.1. Regulatory framework of responsibility in the public management of human resources in public administration Resources
16.6.2. Ethics and social responsibility and their projection in public employment
16.6.3. Future of HR management in public organizations

16.7. Social responsibility in public accounts, investments, subsidies and public aid

16.7.1. Regulatory framework for public spending
16.7.2. Accountability. Requirement of Social Responsibility
16.7.3. Responsible public management of financial resources

16.8. Environmental responsibility as a requirement for sustainability

16.8.1. The Environmental Responsibility and Its Implications
16.8.2. Constitutional and community framework of environmental liability
16.8.3. State legislation on environmental administrative liability

16.9. The environment as a key element in corporate CSR

16.9.1. Corporate environmental commitment
16.9.2. Environmental responsibility as a business strategy
16.9.3. Advantages of corporate environmental responsibility in business management

16.10. The Environment as a key element in the Social Responsibility of Public Administrations

16.10.1. Public instruments for environmental protection
16.10.2. Planning as a technique for environmental protection and evaluation of plans and programs
16.10.3. The administrative control of the implantation and putting into operation of activities with environmental incidence
16.10.4. Environmental information
16.10.5. Techniques and instruments of stimulation for the protection of the environment

Module 17. Corporate Social Responsibility in the Commercial Sphere

17.1. Corporate Social Responsibility and Commercial Law

17.1.1. Good corporate governance as a requirement for CSR
17.1.2. From soft law to hard law in matters of corporate governance
17.1.3. Corporate governance of listed companies in the Spanish Corporate Enterprises Act

17.2. Origins of good governance practices in Spain

17.2.1. The Olivencia Report (1997)
17.2.2. The Aldama Report (2003)
17.2.3. The Conthe Code (2006)

17.3. CSR and corporate governance: Organizational structure of capital companies

17.3.1. The legal entity: formation of the corporate will, management of the activity and development of the corporate purpose
17.3.2. Separation between ownership and management in capital companies
17.3.3. The General Meeting and Board of Directors

17.4. The Board of Directors as the executing body for CSR policies

17.4.1. Board of Directors' composition and functions
17.4.2. Adoption of resolutions and challenges
17.4.3. Duties and liability regime

17.5. Special features of the listed company as the main actor in good corporate governance practices

17.5.1. The General Shareholders' Meeting
17.5.2. The board of directors: categories of directors
17.5.3. The Audit Committee and the Appointments and Remuneration Committees
17.5.4. Special reporting duties: the annual corporate governance report

17.6. The Code of Good Governance and CSR of the National Securities Commission for listed companies

17.6.1. Regulation vs. self-regulation
17.6.2. Code characteristics and guiding principles
17.6.3. The "comply or explain" principle

17.7. The CNMV's Code of Good Governance and CSR for listed companies I: General Recommendations

17.7.1. Statutory Limitations
17.7.2. Listing of companies belonging to groups
17.7.3. Information on the follow-up of recommendations
17.7.4. Meetings and contacts with shareholders, institutional investors and proxy advisors
17.7.5. Exercise of the delegated power to issue shares or convertible securities with exclusion of pre-emptive subscription rights

17.8. The Good Governance and CSR Code for listed companies of the CNMV II: Recommendations for the General Shareholders' Meeting

17.8.1. Transparency of information and informed voting
17.8.2. Attendance and participation at the General Shareholders' Meeting
17.8.3. Policies on assistance premiums

17.9. The Good Governance and CSR Code for listed companies of the CNMV III: Recommendations for the Board of Directors

17.9.1. Responsibility of the Board of Directors
17.9.2. Structure and composition of the board of directors
17.9.3. The functioning of the board of directors
17.9.4. The Organization of the Board of Directors
17.9.5. Remuneration of directors

17.10. Good Corporate Governance and CSR on the International Scene

17.10.1. Principles of Good Corporate Governance in the OECD and the G20
17.10.2. Good Governance in the EU
17.10.3. Notions on good governance practices in comparative law

Module 18. Corporate Social Responsibility (CSR) in the International Arena

18.1. Global Compact I. The essence of globalized CSR

18.1.1. Global Compact. Start
18.1.2. Impact Factors
18.1.3. Participants

18.2. Global Compact II. The Mission and Human Rights

18.2.1. Sense of Action Principles
18.2.2. First Principle: Businesses should support and respect the protection of internationally proclaimed human rights
18.2.3. Second Principle: Businesses should make sure that they are not complicit in human rights abuses

18.3. Global Compact(III) Workers, also in countries with weaker legal protections

18.3.1. Third Principle: Companies should uphold the freedom of Association and effective recognition of the right to collective bargaining
18.3.2. Fourth Principle: Companies should uphold the elimination of all forms of forced or compulsory labor
18.3.3. Fifth Principle: Companies should support the effective abolition of child labor
18.3.4. Sixth Principle: Companies should uphold the elimination of discrimination in respect of employment and occupation

18.4. Global Compact IV the environment as a global good to be protected by CSR

18.4.1. Seventh Principle: Companies should support a precautionary approach to environmental challenges
18.4.2. Eighth Principle: Companies should carry out initiatives to promote greater environmental responsibility
18.4.3. Nineth Principle: Companies should Promote the development and diffusion of environmentally friendly technology

18.5. Global Compact V. Fight against international corruption. Sustainable Development Goals and their relationship

18.5.1. Tenth Principle: Companies should work against corruption in all its forms, such as extortion and bribery
18.5.2. SDGs (Sustainable Development Goals)
18.5.3. Relationship between SDGs and Global Compact

18.6. OECD Guidelines for Multinational Enterprises

18.6.1. The meaning of the OECD Guidelines for Multinational Enterprises in the context of CSR
18.6.2. The guidelines specifically established by the OECD for application in the framework of CSR for companies established in multiple states
18.6.3. The implementation of the OECD guidelines in socially responsible companies

18.7. Global Reporting Initiative (GRI)

18.7.1. Global Reporting Initiative as an international CSR report
18.7.2. Implementation of the company's own GRI reporting system
18.7.3. The GRI report in the most updated version

18.8. GRI standards

18.8.1. Universal standards
18.8.2. Sectoral standards
18.8.3. Thematic standards

18.9. Thematic standards with special focus

18.9.1. Related to customers
18.9.2. Related to suppliers
18.9.3. Related to Public Administrations

18.10. SMEs in CSR at the global level

18.10.1. Growing importance of CSR in SMEs
18.10.2. Global Compact and PYME
18.10.3. CSR in the EU for SMEs

Module 19. Corporate Social Responsibility in the Tax Field

19.1. Corporate social responsibility in the tax sphere: Approach

19.1.1. Application to the sphere of Public Law:

19.1.1.1. Bilateral effect of good corporate governance both on the taxpayer's side and on the Administration's side

19.1.2. The principles of good administration and good faith
19.1.3. Current and future lines of action

19.2. Une Norm 19.602.

19.2.1. Legal Nature
19.2.2. Implementation of "extraordinary diligence" in proceedings before the Administration
19.2.3. Tax compliance body

19.3. Typology of economic conducts

19.3.1. Option economies
19.3.2. Conflict in the Application of the Tax Rule
19.3.3. Simulation

19.4. The CAD 6: The administrative cooperation directive (2018/822/EU of 25 May) to combat cross-border transactions

19.4.1. Directive's analysis
19.4.2. Transposition into Spanish law: DA 23rd and 24th LGT
19.4.3. Ad futurum effects

19.5. Tax Corporate Social Responsibility in the Management procedure

19.5.1. Assistance and information to taxpayers
19.5.2. Tax notifications
19.5.3. Verification of values

19.6. Tax Corporate Social Responsibility in the collection procedure

19.6.1. Suspension of enforcement of tax debts
19.6.2. Opposition motives to the enforcement procedure
19.6.3. Order of priority in the embargo

19.7. Tax Corporate Social Responsibility in the Inspection procedure

19.7.1. The Principle of Proportionality
19.7.2. Selection of the inspected parties based on historical data
19.7.3. Records with agreement

19.8. Tax Corporate Social Responsibility in the tax sanctioning procedure

19.8.1. Reasonable interpretation of the rule for the exclusion of penalties
19.8.2. Increase in the reduction of penalties
19.8.3. Extension of the statute of limitations in cases of commission by omission

19.9. Tax Corporate Social Responsibility in the review procedure

19.9.1. Implementation of ADR instruments
19.9.2. The composition of the Economic-Administrative Tribunals
19.9.3. The constitution of a new contentious-administrative jurisdiction

19.10. Cooperative relationship between the Administration and the Administrated

19.10.1. Towards an "entente cordiale" in the administrative relations
19.10.2. The code of good practices and the forum of large companies
19.10.3. Critical considerations

Module 20. Corporate Social Responsibility in the Criminal field

20.1. Corporate social responsibility in the criminal sphere (I). Penal Code reform

20.1.1. Good Corporate Governance: Concept and Content
20.1.2. Incidence in the criminal sphere
20.1.3. Penal Code reform

20.2. Principle Societas delinquere potest: The adequacy of the imputation

20.2.1. Organic Law  5/2010, June 21th Criminal Liability of Legal Entities
20.2.2. Law Organic 1/2015,  March 30th Exemption from criminal liability
20.2.3. Enunciation of causes to save criminal liability

20.3. Criminal Corporate Social Responsibility II. Crime Prevention Model Regulations

20.3.1. Regulatory implementation of a crime prevention model
20.3.2. Risk identification
20.3.3. Establishment of a protocol

20.4. Exemption from criminal liability I: Compliance Body

20.4.1. Constitution of a Compliance Officer
20.4.2. Monitoring and Control Organ
20.4.3. Exempt auditor

20.5. Exemption from criminal liability II: Disciplinary system

20.5.1. Self-defense systems
20.5.2. Whistleblower channels
20.5.3. Administrative sanctioning regime

20.6. Exemption from criminal liability III: Culture of compliance

20.6.1. Education
20.6.2. Analysis of the jurisprudence of the Supreme Court (e.g.,  STS. February 29, 2016)
20.6.3. Analysis of Circular 1/2016, of the State Attorney General's Office

20.7. Compliance standard Une 19.601. for the Exoneration of Offenses

20.7.1. Good Practice Codes
20.7.2. Requirements for managing compliance
20.7.3. Compliance certifications

20.8. Application for SMEs of the necessary control measures for the exoneration of offences

20.8.1. Objective scope: Presentation of abbreviated accounts and losses
20.8.2. Assumption of this function by the administrative body
20.8.3. Effects

20.9. Presuppositions for the attribution of criminal liability of the legal person

20.9.1. Subjective presupposition
20.9.2. Objective requirement
20.9.3. Effects

20.10. Evidentiary elements for the Exoneration of Criminal Liability

20.10.1. Burden of Proof
20.10.2. Evidentiary elements for exoneration
20.10.3. Evidentiary elements for mitiga

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