Page 156 - Forbes - USA (October 2019)

PROMOTION

,QWHJULW\ LQ +43V PHDQV WKDW
employees:

• 'RQŖW EHQG WKH UXOHV
• Feel heard by supervisors
• Believe top management is honest &RPSDQLHV ZRXOG EH ZLVH WR UHYLHZ DQG DGRSW
• Understand core values
• &DQ LGHQWLI\ ULVNV the high-quality program framework for their
• Feel prepared to handle risks internal ethics and compliance efforts.”
• &DQ UDLVH FRQFHUQV
• Would report incidents again 3$8/ - 0&18/7<
• Are satisfied with the company’s )250(5 '(387< $77251(< *(1(5$/ 8 6 '(3$570(17 2) -867,&(
response

)XUWKHU ŻQGLQJV DOVR VKRZ WKDW +43V

help reduce misconduct (see chart on framework for their internal ethics and
SUHYLRXV SDJH 7R YLHZ (&,ŖV UHVHDUFK compliance efforts. It is grounded in
and learn more, visit www.ethics.org. research, affirmed by thought leaders $V D QRQSURŻW GHGLFDWHG WR

and practitioners around the world, and strengthening ethics and compliance
TAKE THE TEST most of all, it has been proven to trans- programs, ECI is giving 2,500
3DXO - 0F1XOW\ IRUPHU 8 6 GHSXW\ form organizational cultures. Through organizations the opportunity to take
DWWRUQH\ JHQHUDO DQG (&, ERDUG PHP WKH +43 (&, KDV PDGH D YLWDO FRQWULEX the HQP assessment at no charge
ber, strongly advises organizations to tion to business.” through the month of November.
measure their ethics and compliance (&, DOVR GHYHORSHG DQ RQOLQH DVVHVV Visit https://www.ethics.org/forbes/.
SURJUDPV DJDLQVW WKH +43 ment tool for businesses interested in
Ř&RPSDQLHV ZRXOG EH ZLVH WR UHYLHZ understanding the quality of their ethics
and adopt the high-quality program and compliance programs.

DXC Technology: Harnessing The Power

Of Values, Culture And Integrity

Much can go wrong within a control environment, and “there value set helps align the
are limits to what internal controls alone can accomplish,” says organization with objectives
Chris DePippo, chief ethics and compliance officer at DXC “across all layers and levels
Technology. Controls may be designed ineffectively or signals without regard for titles or
can be overlooked. Worst-case scenario? Controls can be differences in responsibil-
“circumvented by employees—or more commonly, altogether ity.” Those values, meant
overridden by management intent on abusing their authority.” to “harmonize interactions
ř&XOWXUH LV YHU\ RIWHQ D URRW FDXVH RI PLVFRQGXFW ř 'H3LSSR EHWZHHQ ';& DQG LWV FXV
says. However, companies that invest in values and a culture tomers, business partners
RI LQWHJULW\ XVXDOO\ ŻQG WKHVH LQWDQJLEOHV DUH WKHUH WR ŘEDFNVWRS and competitors,” are cele-

inevitable control failures.” brated among stakeholders as
6R IRU ';& D FXOWXUH RI SHUIRUPDQFH ZLWK LQWHJULW\ŔZKDW the company’s “special sauce.” CHRIS DEPIPPO
&KLHI (WKLFV
'H3LSSR FDOOV WKH ŘLPPXQH V\VWHP RI WKH RUJDQL]DWLRQřŔLV 8OWLPDWHO\ VD\V 'H3LSSR

&RPSOLDQFH 2IŻFHU
HVVHQWLDO Ř$W ';& ZH EHOLHYH WKDW RXU HPEUDFH RI LQWHJULW\ DQG creating and sustaining a cul- ';& 7HFKQRORJ\
YDOXHVŔLQ DOO SODFHV DFURVV WKH JOREHŔEXLOGV D WUXVW DPRQJ ture of integrity in high-pressure
employees, partners, clients and shareholders that secures our EXVLQHVV HQYLURQPHQWV UHTXLUHV FRQVWDQW FDUHŔDQ HIIRUW QRW
future.” XQOLNH ŘNHHSLQJ D JDUGHQ IUHH RI ZHHGV ř ';& LV QR H[FHSWLRQ
';&ŖV HWKLFV DQG FRPSOLDQFH WHDP JRHV WR JUHDW OHQJWKV WR The business must continuously reinforce its values and find
build an awareness among people managers: It’s their respon- innovative ways to engage people managers and their teams.

VLELOLW\ WR VHW WKH WRQH DQG VKDSH FXOWXUH 'H3LSSR H[SODLQHG WKDW %XW IRU 'H3LSSR WKH EHQHŻWV RI WKLV DSSURDFK DUH ZHOO ZRUWK WKH
the effort is to “get managers to recognize that leading teams effort: “When there’s little time to get it right and when risk-taking

brings a ‘higher calling’ and that merely ‘making the number’ or DQG LQQRYDWLRQ DUH UHTXLUHG ZHŖUH FRQŻGHQW RXU YDOXHV DUH WKHUH
‘delivering the milestone’ or ‘keeping the client happy’ are not to inform an employee’s instincts, decisions and actions.”
enough.”
$FFRUGLQJ WR 'H3LSSR WKH FRPSDQ\ EHOLHYHV D ZHOO GHŻQHG

6 | ETHICS & COMPLIANCE