Copenhagen Compliance Code-of-Conduct Framework
The more employees know on what they must do, the more
likely it is that they will to do it. The essential components and knowledge
of good and bad behavior of all employees within the organization is dependent
on clarity, certification, checking and consequences. Directors and managers
must, therefore, predict and influence with policies, processes and performance.
If best practices and good examples
of the expectations of a Code-of-Conduct performance is given in an organization,
the better can employees behave. On the other hand the worse the role-models,
the worse the employee discipline and behavior.
In developing the Copenhagen Compliance Code-of-Conduct Framework we have
conducted with experts from the field of social psychology to provide
corporate solutions to the universal question;
- Why do people do bad things, what are the social and business mechanisms
that influence the corporate consciousness and behavior?
- What are the components to monitor for success and to ensure that
employees stay on track from the perspectives of social psychology?
The structure of the framework is based on experiences in Governance,
risk management, compliance and IT security consultancy assignments. We
have also prepared a detailed narrative on the framework that provides
the platform to customise policies and procedures to focus on the critical
and key factors in relation to monitoring performance issues, unethical
behavior and challenges ensure compliance. The narrative also addresses
issues like culture, moral nature and dealing with the ethical dilemma.
- How the corporate environment components like Tone-at-the-Top can
influence the behavior of each employee.
Each component of the framework is both individual but also complements
one another. Each part lays the foundation for examining the behavior
of both the organisation and the individual, be it the director or the
The components and factors of the Copenhagen Compliance® Code-of-Conduct
Framework are as follows:
- Transparency in the work and efforts of the directors, managers
and leaders. Clear documentation of policies and procedures on exactly
what constitutes desirable and undesirable behavior with clear expectations
on exactly what is expected in a particular situation.
- Develop mature HR strategies that address the current needs and
dedicate appropriate resources to identify internal and external risk
of unreliable HR policies and procedures
- Accountability of objectives, ownership, tasks and responsibilities
set. The better equipped, the better is the performance delivery of
what is expected of the employees.
- Commitment on the part of directors, managers and employees in the
organization for diversity and respect involving everybody in the
organization. The more the participation, the better they can serve
to fulfil expectations. Ensure that controls discover unfair, deceptive
- Provide a multi-way communicationplatformwithallstakeholders. Directors
and managers must be sincere and open to discussion of viewpoints,
emotions, dilemmas and Code-of-Conduct offenses. Encourage the dialog
on moral issues in meetings so that all employees can learn from the
experiences and one another.
- Afford appreciation, reward and promotion for desirable behavior
at the same time institute sanctions of undesirable behavior. The
better the enforcement, greater is the tendency to be rewarded and
- Monitor the performance regularly with automated assessments on
employee behaviour for risks, ethics and internal compliance. Give
room so that employees can self-control and adjust their behavior
to the expectations of the code.
- Stimulatecustomtailoredtraining programs at various levels oftheorganization.
Verify the e-learning systems policy confirmation regulatory and in-house
compliance and enforcement. The e-learning sessions are spiced by
programs that sustain a strong culture of compliance, ethics and risk
- Arrange for expert guidance and training sessions that enhance critical
skills and expertise that are required to establish & maintain an
enhanced, balanced and adequate competency to meet the job requirements.
- Keep in pacewith industry best practices and trends and update uniform
Firing employees or Complaining do not resolve Code-of Conduct issues.
A structured GRC journey does. Good luck on your Governance, risk Management,
Compliance and IT Security drive throughout the organization. We trust
that you all will have a decent and stimulating journey without any derailment.