Deutsche Bank rightly paying the price for looking the other way on Epstein
By 
Kyle Brasseur2020-07-08T13:38:00
In terms of Know Your Customer, Deutsche Bank knew what it had with Jeffrey Epstein. It just didn’t care enough to do anything about it.
THIS IS MEMBERS-ONLY CONTENT
You are not logged in and do not have access to members-only content.
If you are already a registered user or a member, SIGN IN now.
Related articles
-
News BriefDeutsche Bank to pay $75M to settle Jeffrey Epstein sex trafficking suit
Deutsche Bank agreed to pay $75 million to settle a class-action lawsuit filed by sexual assault victims of Jeffrey Epstein.
-
ArticleDeutsche Bank agrees to settle Jeffrey Epstein-related class action for $26.3M
Deutsche Bank agreed to pay $26.25 million to settle a class-action lawsuit filed by a group of the bank’s investors over anti-money laundering compliance failures and deficiencies related to certain clients, including Jeffrey Epstein and Danske Bank’s Estonia branch.
-
ArticleBarclays CEO Jes Staley steps down over Jeffrey Epstein links
Barclays CEO Jes Staley stepped down after a probe by British financial regulators looks to have found evidence his friendship with disgraced sex offender Jeffrey Epstein was closer than he had originally made out.
More from Opinion
-
OpinionWhen AI Is Forced on Compliance: The ECCP as your Guide
When a company rapidly adopts AI, compliance officers can be blindsided, tasked with governance almost immediately. Luckily, there is a guide from the U.S. Department of Justice to help.
-
OpinionEthics as strategic value: When compliance becomes a board-level decision tool
For many Boards of Directors, compliance reporting feels familiar and reassuring. Dashboards are green. Policies are updated. Training is complete. Incidents are investigated and closed. On paper, the system works.
-
OpinionSafely leveraging generative AI: A practical guide for compliance leaders
Generative AI (GenAI) has moved rapidly from experimentation into day-to-day use across many organizations. Over the past year, teams have shifted from exploratory pilots to relying on these tools for core activities such as contract analysis, research, and software development.