When Kathleen Barret, a senior executive at Bank of Montreal’s financial group, first heard about the compliance requirements of the Sarbanes-Oxley law in 2002, she felt pressure to meet the looming compliance deadline. But like a lot of publicly traded companies compelled to follow the new corporate governance rules, BMO had not consistently or formally documented any of its technology assets or the way in which information is generated from those assets
After spending years coming to understand exactly what the regulation meant to the bank, the Toronto-based company’s Sarbanes-Oxley program team was able to meet the requirements by the phased December 2005 deadline.
