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Banking and insurance · programme 01

Get compliance right

Bring compliance to life without reducing it to a box-ticking exercise.

Why this programme

Everyone knows the compliance rules, but they are rarely applied with the same rigour on a Friday at 5 pm. This programme puts teams in front of fictional files drawn from your procedures: a customer in a hurry, an unusual transaction, a missing supporting document. Each team decides, then the screen reveals what the procedure required, and why.

The traceability of food, feed, food-producing animals, and any other substance intended to be, or expected to be, incorporated into a food or feed shall be established at all stages of production, processing and distribution.

European UnionRegulation (EC) No 178/2002, Article 18, 2002

What your teams experience

  1. The suspicious file: spot, in fictional customer files, the signals that should trigger enhanced due diligence.
  2. Know your customer: put together a complete onboarding file before the countdown ends.
  3. The red line: vote, situation by situation, on what is allowed, what must be reported and what is forbidden.
  4. The compliance debrief: the screen replays each team’s decisions against the answer in your procedure.

Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.

What the company gains

Compliance reflexes shared between branches and head office, procedures reviewed as a team rather than signed alone, and questions that finally reach the compliance department.

5 %

of revenue is lost each year by organizations to occupational fraud, according to Certified Fraud Examiners; 43% of frauds are detected by a tip.

Association of Certified Fraud Examiners (ACFE)Occupational Fraud 2024: A Report to the Nations, 2024

Staging written for you

In your client area, a form specific to this programme collects your content: it is built into the challenges and cinematic sequences, exactly as you provide it. The look uses your logo and your colours. Teams are formed on the spot or based on your organisation chart.

Follow-up, up to D+30

Your follow-up dashboard stays with the programme, from the order to the final results.

  • After the session: the session report, with the gap between the opening and closing measures.
  • At D+7: a reminder asks a few key questions again, and the D+7 report shows what has been retained.
  • At D+30: a second reminder, and the D+30 report shows what holds over time.

Follow-up: before, during, after

The sources of this programme

The published research that this programme's games, measures and debriefs refer to. You can check every reference.

  1. Maio, G. R., Olson, J. M., Allen, L., & Bernard, M. M. (2001). Addressing discrepancies between values and behavior: The motivating effect of reasons. JESP, 37(2), 104-117. 10.1006/jesp.2000.1436
  2. GAFI. Normes internationales sur la lutte contre le blanchiment de capitaux et le financement du terrorisme et de la prolifération : les Recommandations du GAFI (2012, mises à jour) (texte). www.fatf-gafi.org/
  3. Banque centrale de Tunisie, circulaire aux banques et aux établissements financiers n° 2017-08 du 19 septembre 2017 portant sur les règles de contrôle interne pour la gestion du risque de blanchiment d'argent et de financement du terrorisme ; modifiée notamment par les circulaires n° 2018-09 du 18 octobre 2018 et n° 2025-17 (textes).
  4. Tyler, T. R., & Blader, S. L. (2005). Can businesses effectively regulate employee conduct? The antecedents of rule following in work settings. Academy of Management Journal, 48(6), 1143-1158. 10.5465/amj.2005.19573114
  5. Treviño, L. K., Weaver, G. R., Gibson, D. G., & Toffler, B. L. (1999). Managing ethics and legal compliance: What works and what hurts. California Management Review, 41(2), 131-151. 10.2307/41165990
  6. Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels. Journal of Applied Psychology, 95(1), 1-31. 10.1037/a0017103
  7. Takáts, E. (2011). A theory of "crying wolf": The economics of money laundering enforcement. Journal of Law, Economics, and Organization, 27(1), 32-78. 10.1093/jleo/ewp018
  8. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence. Academy of Management Review, 25(4), 706-725. 10.5465/amr.2000.3707697
  9. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. 10.2307/2666999
  10. Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making. JPSP, 48(6), 1467-1478. 10.1037/0022-3514.48.6.1467
  11. Sitzmann, T. (2011). A meta-analytic examination of the instructional effectiveness of computer-based simulation games. Personnel Psychology, 64(2), 489-528. 10.1111/j.1744-6570.2011.01190.x
  12. Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement. Advances in Experimental Social Psychology, 38, 69-119. 10.1016/S0065-2601(06)38002-1
  13. Roediger, H. L., & Karpicke, J. D. (2006). Test-enhanced learning. Psychological Science, 17(3), 249-255. 10.1111/j.1467-9280.2006.01693.x
  14. Howard, G. S. (1980). Response-shift bias. Evaluation Review, 4(1), 93-106. 10.1177/0193841X8000400105
Further reading (10 references)

Other research we drew on to design this programme.

  1. Loi organique n° 2015-26 du 7 août 2015 relative à la lutte contre le terrorisme et à la répression du blanchiment d'argent ; loi organique n° 2019-9 du 23 janvier 2019 la modifiant et la complétant (textes, JORT). CTAF : www.ctaf.gov.tn/
  2. Banque centrale de Tunisie, circulaire aux établissements de crédit n° 2006-19 du 28 novembre 2006 relative au contrôle interne (texte).
  3. Banque centrale de Tunisie, circulaire aux banques et aux établissements financiers n° 2022-08 du 20 octobre 2022 relative aux politiques et mesures de traitement des réclamations de la clientèle (texte).
  4. Banque centrale de Tunisie, circulaire n° 2025-06 (février 2025) relative à l'enrôlement électronique de la clientèle (texte).
  5. Loi n° 2016-48 du 11 juillet 2016 relative aux banques et aux établissements financiers (texte).
  6. Loi organique n° 2004-63 du 27 juillet 2004 portant sur la protection des données à caractère personnel ; loi organique n° 2017-42 du 30 mai 2017 portant approbation de l'adhésion de la Tunisie à la Convention 108 et à son protocole additionnel (textes) ; autorité de contrôle : INPDP. www.inpdp.tn/
  7. Règlement (UE) 2016/679 du 27 avril 2016 (RGPD), articles 5 et 33 (texte).
  8. Comité de Bâle sur le contrôle bancaire (2021). Revisions to the Principles for the Sound Management of Operational Risk ; Principles for Operational Resilience (textes). www.bis.org/
  9. NIST (2025). SP 800-63B-4, Digital Identity Guidelines: Authentication and Authenticator Management (norme). csrc.nist.gov/pubs/sp/800/63/b/4/final
  10. Direction générale du Trésor (2019). Plénière du GAFI : retour sur la dernière session de l'année 2019 (compte rendu). www.tresor.economie.gouv.fr/Articles/2019/11/28/pleniere-du-gafi-retour-sur-la-derniere-session-de-l-annee-2019
Shared foundations (6 references)

The mechanics of all our sessions (team play, the debrief, the before-and-after measure, spaced reminders) and the research that also underpins the other programmes in the same specialty or sector.

  1. Weaver, G. R., & Treviño, L. K. (1999). Compliance and values oriented ethics programs: Influences on employees' attitudes and behavior. Business Ethics Quarterly, 9(2), 315-335. 10.2307/3857477
  2. Parker, C., & Nielsen, V. L. (2009). Corporate compliance systems: Could they make any difference? Administration & Society, 41(1), 3-37. 10.1177/0095399708328869
  3. Verhage, A. (2009). Compliance and AML in Belgium: A booming sector with growing pains. Journal of Money Laundering Control, 12(2), 113-133. 10.1108/13685200910951893
  4. Butler, A. C., & Roediger, H. L. (2008). Feedback enhances the positive effects and reduces the negative effects of multiple-choice testing. Memory & Cognition, 36(3), 604-616. 10.3758/MC.36.3.604
  5. Cepeda, N. J., Pashler, H., Vul, E., Wixted, J. T., & Rohrer, D. (2006). Distributed practice in verbal recall tasks. Psychological Bulletin, 132(3), 354-380. 10.1037/0033-2909.132.3.354
  6. ACFE (2024). Occupational Fraud 2024: A Report to the Nations. Association of Certified Fraud Examiners (rapport). legacy.acfe.com/report-to-the-nations/2024/

Before you book

How is a Corporate Solutions experience different from team building?

It starts from a business objective, not an activity: onboarding new hires, preventing a risk, bringing your commitments to life. It is staged for your company, with your content, your figures and your brand. Your teams play in person, on their phones, while a big screen tells the story and a facilitator runs the room. And it is followed up: the session report, then the D+7 and D+30 reminders in your client area.

Do we need to install an app?

No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.

Is there a limit on the number of participants?

No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.

Demo

See “Get compliance right” in action.

Thirty minutes on your premises. You play a challenge and see the report at the end.

Request a demo