Assess your corporate culture Identify the issues that affect your organisation's culture . See what you are doing well and what you can do better. Select the description that best describes your organisation's Risk and Compliance Department Risk and Compliance is under resourced and is regarded as a cost Risk and Compliance Reports are a standard Board agenda item Risk and Compliance has no direct access to senior management Does your compliance plan include the following? problems are quickly identified and escalated disciplinary action is imposed for repeated breaches staff are not encouraged to report problems Does your organisation have a formal process for dealing with regulatory investigations and notices? No, all regulators' letters go to the compliance officer Yes, all regulators' statutory notices are directed to the CEO Yes, if a regulator's officers come with a notice they must be shown to a private meeting room and not allowed to wait unattended in reception. Does your organisation have a written values statement? No, everyone knows what we stand for Yes, every decision we make is checked against it Yes, it is hanging in the staff kitchen Has your Board determined your organisation's risk appetite? No, we decide on risk on a case by case basis No, we don't want to restrict our staff's initiative. Yes, staff must know the sort of business we want and how we do it. Are you heavily reliant on IT for your business? Yes, in order to reduce staff costs Yes, but we regularly review software processes to reflect business and regulatory changes Yes, but we outsource IT Do you have a person responsible for fraud and corruption risk? Yes, our internal auditor checks the cash float Yes, we have an anti-bribery, corruption and AML/CTF policy which is managed by a specific person No, but we only make facilitation payments where customs require it. Are you a customer-focussed organisation? Yes, we are sales-focussed Yes, our products and systems are fair and designed to meet customer needs Yes, but the customer is not always right and we have to make a profit How are complaints from customers handled? if customers have a problem the sales department fixes it straight away. we have a complaints officer who has to reply to customers within 24 hours we only keep a record of formal disputes Do you use mystery shoppers (or similar) to check on staff compliance with customer procedures? No, we trust our staff to do the right thing Yes, it is an important monitoring tool we use to identify training needs Yes, we use it to discipline staff Do you pay staff bonuses or commissions? No, we only pay an annual salary. Yes, it includes a component based on sales by the employee. Yes, it is based on a company wide performance, not individual sales. Does your Board get involved with the business outside the boardroom? No, the Board only meets in the boardroom for monthly meetings . Yes, it visits branches and other sites from time to time. Yes, the board reviews employee surveys and meets staff other than the CEO when relevant. . What is the tone of board meetings? Directors are friendly, respectful and polite Directors are not afraid to challenge management The Board is dominated by one person What is the company's attitude toward employee complaints about unethical conduct? Employees do not make complaints as they are afraid of retribution We have a virtual complaints and suggestion box where complaints can be made anonymously Employees can make complaints to their supervisor or to a more senior manager if they wish Are employees who deliver significant financial results exempt from the usual ethical rules? No, we do not exempt any employee from rules regardless of their earnings ability We need to balance their achievements with restrictions on them Successful employees should be given full support PhoneThis field is for validation purposes and should be left unchanged. Δ
