LRN - Risk management Survey - Ethics Resource Center

More documents

Recommendations

Info

detailed resultsNearly all companies use a combination of anonymous reportingand other methods to detect violations.Companies recognize that different reporting channels are valuable for different employeegroups and circumstances. In fact, 99 percent of respondents offered multiple waysfor employees to report potential ethics and compliance violations in the company’s homemarket. The median number of channels offered for reporting was five.Given the majority of participants are headquartered in the U.S., the most frequentpractice in the headquarters region is an anonymous/confidential phone line, as requiredby Sarbanes-Oxley.Meanwhile, a lower percentage of multinational companies indicate using each reportingchannel, although they too offer multiple systems with a median of four channels inplace. Because international jurisdictions can present challenges to ethics and complianceefforts, multinational companies must often create separate reporting systems with localtechnologies and personnel who speak the local languages in order to conform to locallaws. Even when such systems are in place, local cultural differences may discourage theuse of the system.13. To whom are employees expected to report an ethics or complianceviolation first?First means of reportingSupervisorNo set policyOtherAnonymous/phone lineEthics/compliance officeHRLegal deptInternal ombudsmanDon’t know6%6%4%3%0%6%24%22%37%The largest group of respondents (37 percent) said that employees reporting potential ethicsor compliance violations are expected to turn first to supervisors. Almost a quarter (24 percent)reported no set policy with regard to whom an employee should see first, while the third leadinganswer (22 percent) was “other.” Because respondents sometimes chose more than onemeans of reporting, the low percentages in the remaining categories – 6 percent for anonymousphone lines, 6 percent for compliance and ethics office, 4 percent for human resources, 3 percentfor the legal department, and 6 percent for “don’t know” – add up to more than 100 percent.LRN | ETHICS AND COMPLIANCE RISK MANAGEMENT PRACTICES REPORT | 20
detailed resultsCompanies often do not have a set practice regarding where employeesare expected to turn first to report ethics and compliance violations.Although turning to supervisors appears to be the leading answer, many respondentselected to write in the “other” box, and the majority of those written answers alsoreflected no set policy or preference. A common example was the write-in “All,” thuseffectively signifying that no set policy truly existed. In this sense, the combinedpercentage of Other and No set policy (46 percent) suggests that the most commonpractice among companies is not to have a firm policy about reporting. Still, companiesmust understand which methods are being used (e.g., supervisors, helpline function)and devise education and awareness programs accordingly. For example, if employeesare to report first to supervisors, companies must educate supervisors on how to handleallegations effectively and in confidence, as well as educate employees about when tocall the helpline if they cannot resolve an issue with their supervisor. On the other hand,if employees are to use the helpline first, companies must be sure to have qualifiedpersonnel to answer the lines and refer allegations to the appropriate function.One point of interest here is that, despite the proliferation of anonymous/confidentialhelplines, supervisors remain the most popular first choice for reporting, possibly reflectingtheir role as the first line of defense. Given this, however, it is vital that supervisors beeducated on how to respond appropriately when their direct reports come to them withinformation.14. What are your biggest challenges in detecting ethics andcompliance violations?Challenges in detecting ethics and compliance violations in multinational companies% Headquarters % InternationalEmployees fear retaliationNo significant challengesInappropriate usesEmployees not motivatedEmployees don’t understandLack of formal management processInsufficient staff to respondOther10%7%6%5%4%2%16%14%15%33%27%28%26%28%39%39%LRN | ETHICS AND COMPLIANCE RISK MANAGEMENT PRACTICES REPORT | 21
Page 1 and 2: The LRN ethics and compliancerisk m
Page 3 and 4: introductionMore than ever before,
Page 5 and 6: introductionThe table below shows a
Page 7 and 8: key findings6. Detecting ethics and
Page 9 and 10: detailed results2. What types of et
Page 11 and 12: detailed results3. Who is involved
Page 13 and 14: detailed results5. How do you use o
Page 15 and 16: detailed resultsConstrained resourc
Page 17 and 18: detailed results8. To which non-emp
Page 19 and 20: detailed resultsAcross the world, c
Page 21: detailed resultsThe numerous additi
Page 25 and 26: detailed resultsResponding to repor
Page 27 and 28: detailed results17. What are your b
Page 29 and 30: detailed resultsAlso notable is the
Page 31 and 32: detailed results21. What are your b
Page 33 and 34: detailed resultsCompanies are moder
Page 35 and 36: discussionThese strategies depend l
Page 37 and 38: discussionAddressing the data colle

LRN - Risk management Survey - Ethics Resource Center

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?