COMPLIANCE AND ETHICS CAN AN EFFECTIVE PROGRAM REDUCE YOUR CRIMINAL OR CIVIL LIABILITY?
Building an Effective Compliance and Ethics Program · Building an Effective Compliance and Ethics...
Transcript of Building an Effective Compliance and Ethics Program · Building an Effective Compliance and Ethics...
© 2011 The Corporate Executive Board Company. All Rights Reserved. CELC9549211SYN
CORPORATE INTEGRITY PRACTICECOMPLIANCE AND ETHICS LEADERSHIP COUNCIL™
Building an Effective Compliance and Ethics ProgramData Insights for Driving Performance
1 March 2011
2
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OBJECTIVES FOR OUR MEETING
Key Goals
1. Benchmark current program structure, resources and performance against peers.
2. Better understand the components of program effectiveness and the activities that drive it.
3. Walk away with at least one idea to improve compliance and ethics program effectiveness.
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From the COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™ of the LEGAL AND COMPLIANCE PRACTICE www.celc.executiveboard.com
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INCREASING REGULATORY COMPLEXITY
Legislation and Enforcement That Impacts the Energy and Utilities Industries
Regulatory complexity across a greater number of jurisdiction only increases difficulties of meeting changing energy production and distribution demands.
■■ The financial crisis altered the relationship among governments, companies, and consumers, increasing regulatory scrutiny on all companies.
UK Bribery Act—Britain’s new law increases pressure on multinational companies to revise their anti-bribery controls and procedures.
EPA—Regulating carbon emissions to address greenhouse gas.
EU Data Privacy Directive—Complying with existing data privacy protections in Europe continues to present a challenge, especially as individual European countries roll out distinct provisions.
Consumer Protection—Modernizing the toxic substances act.
Heightened Enforcement
■■ In 2009, there were 168 Foreign bribery enforcement cases in the United States.
■■ FEAC enforcement staff received 93 self-reports in FY2010, down from 122 in FY2009. However, more non-disclosed investigations were opened in 2010 than in 2009.
■■ OSHA launched New Violator Program, enhancing enforcement and increasing penalties.
Impeding Business“The unintended consequence of
Section 6 [of the UK Bribery Act] is to potentially criminalize perfectly legitimate and proportionate promotional expenditure and hospitality practices…For the pharmaceutical industry, [it] could therefore impede the vital interaction between the industry and government-employed health care professionals and have far-reaching ramifications. In countries such as China, virtually every doctor is government-employed.”Corporate Compliance Office, Fortune
500 Company
4
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ROAD MAP FOR THE PRESENTATION
Program Effectiveness
and Assessment
Current State of Compliance
and Ethics
Impact of Corporate Culture on Program
PerformanceQ&A
© 2011 The Corporate Executive Board Company. All Rights Reserved. CELC9549211SYN
From the COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™ of the LEGAL AND COMPLIANCE PRACTICE www.celc.executiveboard.com
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CELC’S STATE OF THE FUNCTION SURVEY: DEMOGRAPHICS
Respondents by RevenueEnergy and Utilities Industry Respondents
A range of companies in the energy and utilities industry responded to our biennial State of the Compliance and Ethics Function Survey.
■■ A total of 192 members across multiple industries participated in our survey that tests core program elements including the following:
– Program structure
– Reporting lines
– Budget size and allocation
– Compliance activities and effectiveness
– Allegations and investigations.
4% Less Than $1 Billion
30% $1–$2.99 Billion
37% $3–$9.99 Billion
8% More Than $60 Billion
0% $30–$59.99 Billion
21% $10–$29.99 Billion
n = 23.
46% Fewer Than
5,000
12% 50,000 to 99,999
21% 5,000 to 9,999
4% 20,000 to 49,999
17% 10,000 to 19,999
n = 23.
Respondents by Employee SizeEnergy and Utilities Industry Respondents
State of the Function■■ Biennial survey administered by the Compliance and Ethics Leadership Council
■■ Provides comparative data on staffing, budgetary spending, and function activities
■■ Industry-specific information available for our energy and utilities members
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PROGRAM BUDGETS REMAIN FLATCompliance budgets in the energy and utilities industries remain below those of other highly regulated industries.
■■ Less than 20% of respondents expect to increase the program’s budget in 2011.
■■ Salaries and benefits make up the largest piece of the compliance budget, with limited resources to devote elsewhere.
Forecast Change in Compliance Budget for 2011 (in Millions)Energy/Utility Industry Respondents
Average Distribution of 2010 Compliance and Ethics Budget Energy/Utility Industry Respondents
n = 17.
n = 17.
InsuranceEnergy and Utilities
Pharma/Biotech
RetailHealth Care/Health
Insurance
n = 15.n = 17. n = 15. n = 7.n = 9.
Training and Communication
Vendors
Internal Training/
Communication
Salaries, Bonuses,
and Benefits
Outside Consultants
Travel Compliance and Ethics
Training
Technology-Regulatory
Compliance/Business Controls
Technology-Performance Compliance-
Related
Other
17.6% Increase
35.3% Decrease
47.1% No Change
Median 2010 Compliance and Ethics Budgets (in USD Millions)
1.1
10.0
3.1 2.7
0.5
50%
15%10%
6%2% 2%
7% 4% 4%
$1.5 Million All Company
Median
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CORPORATE LOCATION OF THE COMPLIANCE PROGRAM
Location of the Compliance and Ethics Program, by IndustryPercentage of Programs, 2010
As in 2008, a majority (54%) of compliance and ethics programs reside in the legal department.
■■ Energy companies locate the compliance and ethics program in the Legal department almost twice as frequently as do Utility companies.
Legal Department
Independent Function
Other Location1
1 Other Locations include the risk function, internal audit, finance, human resources, operations, and other functions.
Utilities
(n = 13.)
Energy
(n = 11.)
All Companies (n = 196.)
Industry
64%
27%
9%
38%
8%
54%
54%
25%
21%
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SHIFT IN COMPLIANCE REPORTING LINES
Primary Reporting Relationship of the Chief Compliance and Ethics OfficerPercentage of Programs, 2006 Through 2010
Compliance and ethics programs most frequently maintain direct-line reporting to the General Counsel.
■■ In the energy and utilities industries, sixty-four and 23% of compliance and ethics officers directly report to the GC, respectively.
■■ CELC analysis finds that reporting to the CEO and Board leads to greater satisfaction with program structure and is more important for than either program independence or location.
48% 48%
44%
20%
23%
32%
12%13%
14%
10%9%
6%
2%4%5%
1%2%
4%
1%2%
4%
0%1%
3%
0%1%
2% 2%0%1% 1%
2%1%
Gener
al Coun
sel
Board A
udit
Comm
ittee
Board C
omplia
nce
Comm
ittee
Head o
f Hum
an R
esour
ces
Full B
oard o
f Dire
ctors
Inte
rnal
Audit
Direct
orCOO
CFO
Board N
omin
atin
g/
Gov. C
omm
itteeCEO
Chief
Risk
Offi
cer
2006 (n = 101.)
2008 (n = 136.)
2010 (n = 196.)
Access Matters
Average Satisfaction 1 with Structure, by Compliance Officer’s Direct Reporting Relationships
1. Board Audit Committee 3.862. CEO 3.793. GC 3.754. Chief Risk Officer 3.225. CFO 3.00
1 Satisfaction was evaluated on a five-point scale (Very Satisfied = 5, Very Dissatisfied = 1).
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(42%)
58%
(38%)
62%
(41%)
59%
EMBEDDING COMPLIANCE AND ETHICS STAFF IN THE BUSINESS
Compliance and Ethics staff sizes remain relatively unchanged over the past year.
■■ On average, more than half of FTE compliance and ethics staff are located in the business.
■■ A higher proportion of FTE staff located in the business is significantly related with greater effectiveness at developing policies and procedures and driving investigations.
All Companies
(n = 130.)
1 Sample sizes were not sufficient to display ratios for all industry groups.
Utilities(n = 9.)
Energy(n = 8.)
Percentage of Compliance Staff Not Located Full-Time in Business
Percentage of FTE Compliance Staff Located in Business (i.e., Embedded)
2009
2010
Median 2009–2010 Compliance and Ethics FTEs
Ratio of Embedded and Non-Embedded Compliance and Ethics Staff, by Industry1
Mean Proportion of Total Compliance and Ethics Staff Located in the Business, 2009
Energy Utilities All Company Median
9.0
8.0
6.0 6.0
7.5
8.5
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THE COMPLIANCE AND ETHICS RISK DASHBOARDHealth, safety, and environmental concerns continue to be top of mind for energy and utilities companies.
■■ Not surprisingly, data privacy and bribery have grown in importance over the last five years.
Health/Safety Policy,
Regulation, or Law
Violations
Environmental Regulation or Law Violations
Data Privacy
Bribery and
Corruption
n = 23.
n = 23.
n = 22.
High Stakes“We’ve opened more investigations…we’ve
had more convictions, higher penalties and fines in the last two years than we’ve had in any other two-year period.”Tony West Assistant Attorney General,
Civil DivisionU.S. Department of Justice
Most Significant Compliance Risks Percentage of Energy/Utilities Companies Selecting as a Top-Three Risk, 2010
Integration of Compliance Risk Assessment Activities with ERM EffortsPercentage of Energy/Utilities Respondents, 2010
Type of Risk Assessment Process Percentage of Energy/Utilities Respondents, 2010
52%
43%
26%22%
35% No
50% Hybrid
30% Yes
35% Already
Integrated with ERM
23% Top-Down
27% Bottom-Up
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23.2
10.2
13.5
2.5
17.3
2.7
6.3
3.0
6.8
2.6
6.1
4.2
9.0
5.4
6.9 6.9
Bankin
g and
Finan
cial S
ervic
es
n =
14.; n
= 13
.In
sura
nce
n =
8.
Health
Car
e an
d
Health
Insu
ranc
e
n =
9.
Pharm
aceu
ticals
and B
iote
chno
logy
n =
11.Utiliti
es
n =
10.; n
= 9
.
High
Tech
nolo
gy an
d
Telec
omm
unica
tions
n =
9; n =
8.
Consum
er P
roduc
ts,
Food, and
Tobac
co
n =
10.; n
= 9
.
Man
ufac
turin
g/Aut
o/
Heavy
Man
ufac
turin
g
n =
11.; n
= 10
.
COMPLIANCE AND ETHICS ALLEGATIONS PER EMPLOYEE
Total Allegations and Hotline Allegations, by IndustryMedian Number of Allegations per 1,000 Employees, 2009
Allegations per employee are generally high across “regulated” industries, particularly in the utilities sector.
■■ Across all industries, 54% of allegations are reported through the hotline.
■■ Average investigation case cycle time is 42 days.
Total Allegations
Hotline Allegations
All Companies Median: Total = 9.3
All Companies Median: Hotline = 3.9
9.3
3.9
DERF 11-0138
Catalog # ■■ CELC7415911SYN
Title ■■ ST: State of the Function
12
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ROAD MAP FOR THE PRESENTATION
Program Effectiveness
and Assessment
Current State of Compliance
and Ethics
Impact of Corporate Culture on Program
PerformanceQ&A
© 2011 The Corporate Executive Board Company. All Rights Reserved. CELC9549211SYN
From the COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™ of the LEGAL AND COMPLIANCE PRACTICE www.celc.executiveboard.com
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WHAT CONSTITUTES AN EFFECTIVE PROGRAMWhile the goals and value of program assessments vary by purpose and audience, the outcome should reinforce a standing program objective.
■■ Whenever possible, assessment should be based on actual regulatory results or changes in observed employee behavior.
■■ Methods for assessment vary by element, but include:
– Self-Assessment
– Internal Efficiency Review
– Industry Benchmarks
– Peer Review
– Regulatory Review
– External Assessment
Program Elements for Possible EvaluationElements Testing in Typical Program Review
Measuring Program EffectivenessKey Challenges
1. Identifying Credible Indicators of Program Performance— It is hard to establish indicators when regulatory expectations constantly change and management behaviors are hard to objectively assess
2. Finding Relevant Data—It is hard to find meaningful benchmarking data with actionable analytics
3. Achieving Consistency in Program Monitoring—It is hard to develop a useful frame for evaluating program success and ensuring consistency and objectivity in its use
4. Prioritizing Activities Based on Measurements—It is hard to take meaning from existing metrics
Measuring and Reporting Effectively■■ Monitoring and Auditing■■ Reporting and Disclosures
Risk Management■■ Compliance and Ethics Risk Assessment■■ Regulatory Compliance
Policies, Procedures, and Controls ■■ Policies and Procedures ■■ Records Management and Compliance Documentation
Training, Communication, and Culture■■ Compliance and Ethics Training■■ Corporate Culture■■ Employee Incentives
Investigations and Discipline ■■ Hotline Usage and Metrics ■■ Investigation Procedures
Program Design and Structure■■ Governance and Structure■■ Delegation of Authority
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THE BALANCED COMPLIANCE SCORECARD
Potential Program Metrics
Measures ability to meet expectations of key regulators, corporate monitors, or other governmental bodies. Metrics include the following:
■■ Number of regulatory violations compared to industry average
■■ Regulatory examination results
■■ Risk assessment results and resultant process changes
■■ Year-over-year volume and costs of fines, penalties, and legal settlements
■■ Timeliness of reporting trading activities
Measures ability to facilitate business goals while still ensuring compliance. Metrics include the following:
■■ Feedback from senior business leaders on compliance’s effectiveness and support
■■ Efficiency of regulatory approval process
■■ Demonstrated business knowledge and acumen of compliance staff
■■ Applicability of discretionary compliance training materials
Measures the cultural condition in which employees operate, likely adherence to policies, and general susceptibility for misconduct. Metrics include the following:
■■ Percentage of employees who fear retaliation in response to reported allegations
■■ Company responds quickly and consistently to verified or proven unethical behavior
■■ Percentage of employees who feel direct manager respects his/her employees
■■ Percentage of employees who feel direct managers quickly respond to minimize operational problems when they are identified
■■ Deviation from training plan goal
Measures the efficiency at which compliance and ethics programs meet objectives. Metrics include the following:
■■ Number of identified compliance gaps, material weaknesses, or policy violations
■■ Compliance cost per $Billion in gross revenue
■■ Number of operational process improvements made annually
■■ Allegation and investigation case-cycle time
■■ Inventory of relevant policies, procedures, and guidelines is maintained and easily accessible
Regulatory Metrics Operating Business Metrics
Employee/Cultural MetricsFunctional Metrics
DERF
Catalog # CELC5665510SYN
Title
To accurately assess performance, compliance and ethics officers must capture feedback from a range of stakeholders.
■■ Effective compliance and ethics programs satisfy competing stakeholder demands (governments/regulators, investors, public) while enabling the business to operate successfully.
■■ This presentation will focus on measurement of functional and employee/cultural metrics.
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Co
de
of
Co
nd
uct
D
evel
op
men
t
En
forc
emen
t o
f C
om
plia
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an
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Po
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roce
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Mo
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/Au
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Co
ntr
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o
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tner
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, an
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end
ors
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elo
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Co
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and
Eth
ics
Po
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Co
mp
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ics
Trai
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dm
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trat
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Co
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isk
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igat
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ckin
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egu
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evel
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atin
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o C
om
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suri
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epo
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om
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rog
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ven
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Ass
essm
ent
of
Co
mp
any
Cu
ltu
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Man
agin
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elat
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ship
s w
ith
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Rev
iew
of
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Bu
sin
ess
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tner
s an
d/o
r A
gen
ts
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stig
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ns
Co
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lian
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isk
Ass
essm
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Co
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isk
Mo
nit
ori
ng
1.00
2.00
3.00
4.00
5.00
1.00
2.00
3.00
4.00
5.00
1.71
3.44
3.78
3.43
4.003.83
3.52 3.63
4.04
3.45
4.30
3.914.14
4.37
4.00
WHAT DO WE DO WELL?
Assessment of Activity Effectiveness 1Energy/Utility Industry Respondents, 2010
Energy/Utility programs feel most effective at investigations and training activities.
■■ Industry respondents consider themselves less effective driving program outcomes (e.g., measuring effectiveness or improving risk management).
Measuring and Reporting Effectively
Group Average 3.64
Group Average 3.75
Policies, Procedures, and Controls
Group Average 4.17
Investigations and Discipline
Group Average 3.68
Risk Management
Group Average 4.10
Training and Communication
Very Effective
Very Ineffective
n = 23.
1 Effectiveness was evaluated on a five-point scale (Very Effective = 5, Very Ineffective = 1).
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DETERMINING COMPLIANCE AND ETHICS PRIORITIES
Priority Scores 1 of Compliance ActivitiesTop Eight Priority Scores for Compliance Activities, Energy/Utility Respondents 2010
On average, programs place a higher priority on compliance training and enforcing policies and procedures.
■■ Energy and utility companies show the greatest opportunity for investment in regulatory tracking, risk assessment, and training.
Trac
kin
g R
egu
lato
ry
Dev
elo
pm
ents
Co
mp
lian
ce
Ris
k A
sses
smen
t
Co
mp
lian
ce a
nd
Eth
ics
Trai
nin
g P
rog
ram
En
forc
e C
om
plia
nce
an
d
Eth
ics
Po
licie
s/P
roce
du
res
Dev
elo
p C
om
plia
nce
an
d
Eth
ics
Po
licie
s/P
roce
du
res
Co
mp
lian
ce
Ris
k M
on
ito
rin
g
Man
agin
g R
elat
ion
ship
s w
ith
Reg
ula
tors
Co
mp
lian
ce R
isk
Mit
igat
ion
4.73
4.213.88
3.51
3.06 2.952.79 2.70
n = 23.
1 Priority scores are calculated by (Importance – Current Effectiveness) × Importance. The result is a weighted score highlighting the relative importance of a particular activity toward program success.
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From the COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™of the LEGAL AND COMPLIANCE PRACTICE www.celc.executiveboard.com
© 2011 The Corporate Executive Board Company. All Rights Reserved. CELC9549211SYN
ROAD MAP FOR THE PRESENTATION
Program Effectiveness
and Assessment
Current State of Compliance
and Ethics
Impact of Corporate Culture on Program
PerformanceQ&A
From the COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™ of the LEGAL AND COMPLIANCE PRACTICE www.celc.executiveboard.com
© 2011 The Corporate Executive Board Company. All Rights Reserved. CELC9549211SYN
18
CELC’S CULTURAL DIAGNOSTIC SURVEY
The Council’s Cultural DiagnosticEmployee Survey and Scale
Multiple IndustriesParticipating companies represent the following industries: Energy, Drilling and Gas, Insurance, Pharmaceuticals and Medical Supplies, Financial Services, Non-Profit, Professional Services, Retail, Construction and Building Materials, Manufacturing, Food Services, Chemical, and Consumer Product Goods.
Global CoverageRespondents work in more than 80 countries across North America, Europe, Asia, the Pacific Rim, and Latin America.
All Employee LevelsEmployees at all levels, from the CEO and senior management to middle management and frontline employees.
All Business FunctionsRespondents represent all business functions, including Finance, Sales, Marketing, Information Technology, Call Centers, Human Resources, and Manufacturing.
Key Demographics of Survey Participants to Date
Survey StatementsStrongly
Agree AgreeSlightly Agree Neither
Slightly Disagree Disagree
Strongly Disagree
I can report unethical behavior or practices without fear of retaliation.
My company responds quickly and consistently to verified or proven unethical behavior.
I am often exposed to situations that could lead to inappropriate conduct.
All CELC member companies can launch our Cultural diagnostic survey at their company—more than 120 companies have in the past three years.
■■ The survey allows members to rigorously assess culture across their organization and benchmark it against peers.
■■ Approximately 500,000 employees from 120 companies have completed the Cultural Diagnostic Survey.
1 3
2 4
COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™www.celc.executiveboard.com
DERF
Catalog # CELC5789610SYN
Title
Note: All questions were coded or recorded in such a way to directionally be on the same scale.
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IMPROVING CULTURE REDUCES MISCONDUCT
Distribution of Employees By Overall Perception of Culture 1Percentage of 2009 Respondents in Each Category and Their Corresponding Observation/Reporting Rates
Employees with “Least Favorable” perceptions of company culture are nearly 10 times more likely to observe misconduct than employees with “Most Favorable” perceptions of culture.
■■ Interestingly, employees with “Neutral” perceptions are the group most likely to answer “don’t know” when asked if they observed misconduct at their company in the past year. This suggests that “Neutral” employees lack the awareness needed to identify misconduct in the workplace.
■■ The solution for improving perceptions of corporate Integrity for “Neutral” employees should include training and communications that address what constitutes misconduct in the workplace, as well as the importance of reporting.
10.1% 23.7% 61.6%
Observation Rate 2—Yes
61.8% 33.9% 16.6% 7.2%
Observation Rate 3—Don’t Know
23.0% 31.7% 24.2% 9.5%
Reporting Rate 4 44.9% 45.6% 51.2% 70.5%
4.6%
Least Favorable
Neutral
Moderately Favorable
Most Favorable
n = 109,281 from 2009.
1 Culture is assessed using CEB’s cultural diagnostic survey. The survey assesses key components of culture across companies and has been taken by more than 130 companies and 500,000 employees. For more information, please see appendix page 28.
2 Percentage of employees within category who observed misconduct in past year.3 Percentage of employees within category who responded “Don’t Know” when asked if they had observed misconduct over
the past year.4 Percentage of employees within category who reported the misconduct they observed.
DERF
Catalog # CELC5789610SYN
Title
From the COMPLIANCE AND ETHICS LEADERSHIP COUNCIL™ of the LEGAL AND COMPLIANCE PRACTICE www.celc.executiveboard.com
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20
Fostering a stronger culture can have a dramatic impact on misconduct levels and reporting rates
■■ The Consequences of Culture on Risk Profiles:
– Organizations with higher integrity index scores have significantly fewer observed instances of misconduct.
– Organizations with higher integrity index scores have significantly higher reporting rates when misconduct is observed
What the Numbers MeanFor every 10,000 employees at a typical company, a total of 1,840 individuals may observe misconduct. However, a single low-scoring business unit may hold twice as many misconduct observations as a business unit with a high Integrity Index score.
High
Low
Integrity Index
High Integrity Business Unit
Management
Integrity Index = 6.21
Observation Rate = 7%
Reporting Rate = 75%
Non-Management
Integrity Index = 5.82
Observation Rate = 13%
Reporting Rate = 50%
Business Unit 2
Management
Integrity Index = 5.85Observation Rate = 12%Reporting Rate = 66%Non-Management
Integrity Index = 5.58Observation Rate = 20%Reporting Rate = 45%
Low Integrity Business Unit
Management
Integrity Index = 5.40
Observation Rate = 20%
Reporting Rate = 46%
Non-Management
Integrity Index = 5.15
Observation Rate = 29%
Reporting Rate = 39%
LARGE INTEGRITY VARIATIONS EXIST ACROSS BUSINESS UNITS
Impact of Culture on Misconduct and Reporting RatesFindings from CELC’s Cultural Diagnostic Survey for One Company
Profile of a Typical CompanyActual Cultural Diagnostic Data
Integrity Index = 5.59
Observation Rate = 18%
Reporting Rate = 50%
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21
SMALL DIFFERENCES, BIG CONSEQUENCES
Inte
gri
ty In
dex
Sco
re
Individual Company Score
Relative to Employees at Top Quartile Companies, Employees at Bottom Quartile Companies Are…
1.6 times as likely to observe misconduct.
Two times as likely to observe HR–related misconduct.
Three times as likely to observe misconduct in high-risk compliance areas such as conflicts of interest or accounting irregularities.
Bottom Quartile (25th Percentile)
Top Quartile (75th Percentile)
Even relatively small changes in Integrity Index scores are linked to significant differences in misconduct levels.
■■ A few ethical missteps can have a significant impact on overall employee perceptions of a company’s culture of integrity and can increase the company’s risk profile.
4.8
5.0
5.2
5.4
5.6
5.8
6.0
6.2
4.8
5.0
5.2
5.4
5.6
5.8
6.0
6.2
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22
The data shows a connection between health of corporate culture and total shareholder return.
■■ While one-year, three-year and five-tear total shareholder returns have modest levels of statistical significance and are positively correlated with Integrity Index levels, 10-year total shareholder returns have a strong, highly significant correlation with Integrity Index levels.
n = 34.
INTEGRITY DRIVES BUSINESS PERFORMANCE
Integrity Index Score and 10-Year Total Shareholder Return
10-Year TSR (Percentage)
Overall Integrity Index Score
Correlation (r) = 0.58Significance Level of Correlation: P-value < 0.01Summary: Positive relationship; statistical significance
(40)
(30)
(20)
(10)
0
10
20
30
5.0 5.2 5.4 5.6 5.8 6.0 6.2
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23
COMFORT SPEAKING UP HAS THE STRONGEST RELATIONSHIP WITH LONG-TERM TSR
Relationship Between Comfort Speaking up and Long-Term TSR
For every 0.2-point increase in the comfort speaking-up score, companies tend to see a five-percentage point increase in average 10-year total shareholder return.
■■ Comfort speaking up is employees’ degree of agreement that
– They can report unethical behavior or practices without fear of retaliation at their company and
– They feel comfortable reaching out to someone at their company to seek advice about ethical dilemmas or concerns. 10
-Yea
r TS
R
Comfort Speaking Up Score
(40)
(30)
(20)
(10)
0
10
20
30
5 5.2 5.4 5.6 5.8 6 6.2 6.4
Correlation (r) = 0.60Significance level of Correlation: P-value < 0.01
n = 34.
Potential Drivers
Comfort speaking up:■■ Enables focus on accountability and product quality over individual reputation■■ Creates greater sense of trust and purpose■■ Fosters a problem-solving culture; driving innovation, performance, and risk mitigation
+28 Percentage Points
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24
Top quartile companies outperformed the bottom quartile companies by more than 16 percentage points in 10-year total shareholder return.
HIGHER INTEGRITY, STRONGER LONG-TERM TOTAL SHAREHOLDER RETURNS
Average 10-Year Total Shareholder Return for Bottom and Top Quartile of 34 Companies
(7.4%)
8.8%
Top Quartile of Integrity Index
Bottom Quartile of Integrity Index
DERF 10-3454
Catalog # CELC6371310SYN
Title HO: 15 April MHF
Correlation (r) = 0.58Significance level of Correlation: P-value < 0.01
n = 34.
Culture as Competitive Advantage?
While promoting a culture of integrity may not always be a high corporate priority, failure to properly engage with employees represents a strategic (as well as compliance) risk that threatens long-term competitive advantage.
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25
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KEY LESSONS
Executive Summary
1. Defining Effectiveness—A proper measure of compliance and ethics effectiveness balances competing demands of multiple stakeholders including regulators, business partners, employees, and the public.
2. Assessing Program Performance—Accurate program assessments require credible, results-based measurements, meaningful benchmarks, and a consistent evaluation standard.
3. Compliance and Ethics Program Performance—Across the utilities and energy industries, compliance programs should focus investment on the activities with the highest potential priority and returns: tracking regulatory developments, risk assessments, compliance and ethics training, and corporate culture.
4. Corporate Culture is a Lead Indicator of Actual Employee Behavior—Compliance and ethics officers that create high-integrity cultures decrease the most significant forms of business misconduct by 67%. In particular, Compliance and ethics officers should directly target specific employee perceptions, such as employee comfort speaking-up, that have a dramatic impact on both the instances of business misconduct but the likelihood that it is reported.
5. Corporate Culture and Business Performance—Significant correlations exist between specific components of corporate culture and business misconduct. For example, companies with a higher culture of integrity have 10-year total shareholder returns that are 16 percentage points higher than companies with low integrity scores.
26
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Questions?
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27
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Appendix
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28
CULTURAL DIAGNOSTIC SURVEY AND ENGAGEMENTAssess your company’s ethical culture and preemptively identify cultural risks before they lead to compliance failures.
■■ The Cultural Diagnostic Survey and Engagement is available as a fee-based stand-alone service.
■■ Contact David Reile for more information. [email protected].
“The Cultural Diagnostic survey has allowed our company
to identify some underlying cultural issues that our risk assessment process had not uncovered. It also provided information to business owners regarding where they should target limited resources for increased training and controls.”Chief Compliance OfficerHealthcare Services Company
DERF 10-5593
Catalog # ■■ CELC6678610SYN
Title ■■ MR: CDS Summit Merchandiser
Almost 58% of employees at your peer companies do not share bad news and negative feedback because they fear it will negatively impact their careers. What are your employees not telling you?
The Corporate Executive Board’s Cultural Diagnostic Survey is an employee survey and diagnostic tool for senior Finance, Strategy, Legal, and Compliance executives that enables your company to do the following:
■■ Identify cultural weak spots that present increased risk—and missed strategic opportunities—for your organization.
■■ Benchmark your results against hundreds of thousands of employees across the globe.
■■ Analyze your findings by business unit and management level.
■■ Determine clear, actionable solutions to assess and improve your corporate culture.
Why Our Diagnostic Is Different
Guaranteed Data Quality
Established and extensive peer data set based on three years of research
Developed in collaboration with member companies and academics
Comprehensive Data Collection Tool
Paper and online survey tool including simple, easy-to-follow instructions
Customized data cuts by seniority, function and business unit, and geography
Custom Reports and Support
Custom benchmarking report with detailed analysis
Continued implementation support from your advisory team
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29
CULTURAL DIAGNOSTIC SURVEY AND ENGAGEMENT (CONTINUED)
“We received excellent support throughout the survey process.
CEB made the project very easy for us. This is a very valuable tool, and we really appreciate the professional support we received from the CEB staff.”Chief Compliance OfficerManufacturing Company
Through the online and paper survey, employees in all functions and levels assess the company’s ethical culture and susceptibility to risk.
■■ Assessments are based on 25 questions about company and department climate and five demographic questions.
■■ Eighteen of these questions collectively contribute to the Integrity Index Score, a proxy for the company’s cultural health.
Core Question Categories Other Question Categories
Sample Report Screenshots
Integrity Index:■■ Comfort Speaking Up■■ Organizational Justice■■ Openness of Communication■■ Clarity of Expectations■■ Tone at the Top■■ Direct Manager Leadership■■ Trust in Colleagues
In addition to the core questions, participants can include customizable question sets related to the following:
■■ Misconduct■■ Strategic Agility■■ Risk Management■■ Safety■■ Security (Available early 2011)■■ Quality (Available early 2011)
As a participant, you receive a detailed and customized report including the following:■■ Quantitative data on the strength of your organization’s culture of integrity■■ Indicators or red flags on how susceptible your organization is to multiple risk areas■■ Levels and types of risk areas observed by your employees in the past year■■ Rates at which employees report misconduct and the channels they use■■ Prescriptive guidance and tools for addressing identified gaps and opportunities
Customized Reports and Ongoing Guidance
1
Observed Misconduct, by Type Percentage of Survey Respondents
When we asked employees what type of misconduct they observed in
the past 12 months, they responded “yes” to observing the following.
ACME Company
Benchmark =
n=1751 employees
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Management Level Comparison Comfort Speaking Up
ACME Company
Comfort Speaking Up
Employee’s degree of
agreement that:
• they can report
unethical behavior or practices without fear of
retaliation.
• they can reach out to
someone at company to seek advice about
ethical concerns
n=49 n=1106 n=542 n=43
ACME Company Overall Average: 5.76
CELC Overall Benchmark: 5.73
5.60
5.54
5.76
6.02
= Position Level Benchmark
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30
COMPLIANCE AND ETHICS PROGRAM ASSESSMENT WIZARD™
Key Components
Identify your strengths and improvement opportunities with the Program Assessment Wizard.
■■ Compare your program’s effectiveness to standards set by world-class compliance and ethics programs.
■■ Identify your most significant improvement opportunities and start using CELC tools and best practices to close gaps.
■■ Want a 360-degree look at the Program Assessment Wizard? Visit the CELC Web site to use the Program Assessment Wizard Demo or take the full survey to discover your program’s full potential.
Web-Based Diagnostic SurveyAssess your compliance and ethics program across the following eight performance elements:
■■ Program structure and oversight■■ Standards and procedures■■ Compliance risk management■■ Training■■ Communications■■ Discipline and incentives■■ Allegation reporting and investigations■■ Program measurement and monitoring
Service PlanA customized service plan identifies your program’s vulnerabilities and provides ready-to-use tools and templates for program improvement.
Custom Benchmarking ReportUse your individualized benchmark report to compare your program’s performance against your peers and identify areas of greatest leverage for resource allocation.
DERF 09-3005
Catalog # ■■ CELC4372809SYN
Title ■■ MR: Program Assistant Wizard 2009
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CORPORATE INTEGRITY PRACTICECOMPLIANCE AND ETHICS LEADERSHIP COUNCIL™
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