| |
 |
No matter how hard
companies may try to departmentalize compliance efforts, sooner
or later, they come to realize that
compliance cannot be siloed--it must be based on a corporate
state of mind. The reason?With the proliferation of regulations,
risks, and industry standards--and the super-sizing of fines--there
can no longer be any doubt that
compliance is an enterprise-wide concern. |
Increasingly, companies are recognizing the importance of bringing
compliance front and center across the company. The best way to move
your enterprise in this direction is to centralize governance, risk,
and compliance efforts with enterprise-wide controls, processes,
and accountability requirements all aimed at establishing a corporate
culture of compliance.
Staying off this bandwagon is one sure way to increase risk—which
is why we urge you to consider the following tips for achieving
an enterprise-wide emphasis on compliance:
• |
Become proactive rather than reactive in the way
compliance is approached; |
• |
Enhance the way your enterprise measures, controls, and shares
risks, and provide increased visibility to these processes; |
• |
Be sure risks are assessed granularly, at specific business-process
levels, across all business-units, and then folded into higher
level compliance management processes; |
• |
Improve internal and external communications to demonstrate
ways operational and financial integrity is being improved
and to increase confidence levels that your’s is a reputable
enterprise. |
And, finally—centralize, centralize, centralize. A distributed
approach to compliance simply doesn’t work in today’s
environment and can only increase compliance risks and costs. Click
here to learn more.
 |
Despite the increasing attention
paid in the media to the risks of inadequate compliance practices
in companies large and small alike, some companies fail to
recognize
that compliance is the Achilles heel of corporate profitability.
Sales can be strong, profitability can be strong, and customers
can be satisfied.But if those sales
have not been recorded and reported properly, companies are likely
to incur the mythological-like wrath of federal and state regulatory
bodies.
|
But beyond simply avoiding fines and negative publicity, good compliance
practices can be profitable. In fact, (according to a recent white
paper Doing Compliance Right by Thomas G. Goddard, PhD,
JD, CEO of Integral Healthcare Solutions, a consulting firm based
in Washington, D.C., )
there
is a strong
correlation between compliance quality and stock price performance.
Which is all the more reason it may come as a surprise that some
companies remain convinced that regulatory compliance is unrelated
to bottomline health. Although there is, as yet, no definitive
linear and causal relationship between compliance programs and profitability,
it certainly seems clear that the costs of the former do not necessarily
minimize the latter.
Furthermore, the risk of fines is quite real. And the risk of fine
amounts exceeding the costs of rigorous compliance programs carries
an even higher probability. Or, put another way, the costs of compliance
are very likely to be substantially lower than the costs of noncompliance.
Not to be overlooked is the fact that fine amounts appear to be
directly related to the severity and chronic nature of the noncompliance
events. Of even greater concern is the trend towards higher and higher
fines, as enforcement activities gain increasing vigor. In other
words, culpability can cost dearly, so if profitability is a driver,
compliance is a no-brainer.
Compliance can further streamline the path to profitability because
companies that do a good job of compliance and communicate this message
well, find greater satisfaction levels among employees. Lower stress
levels associated with fewer concerns about working in profligate
companies seems to be the reason. After all, if a company is a good
corporate citizen, it is likely to be a stable company.
In short, contrary to popular myths:
• |
Compliance is consistent with profitability; |
• |
There is a predictable relationship between actual corporate
misconduct and the size of regulatory fines; |
• |
Many regulators are increasing fines substantially, so that
they no longer can be considered a mere “cost of doing
business”; |
• |
Compliance tends to elevate employees’ job satisfaction. |
A New Way to Obtain, Manage, and Distribute Key Compliance and Legal
Information
In a regulatory environment where both change and complexity are
constants, robust and comprehensive governance, risk, and compliance
(GRC) solutions, in and of themselves, are no longer sufficient to
meet the challenges companies face today. Equally important is the
need Compliance Officers have for information pertaining to compliance
and legal issues, the kind of information that can empower users
of Compliance 360 solutions to optimize the performance of their
compliance programs.
To meet this demand, we have released the “Compliance & Legal
Forums Module.” The module is interactive, enabling user communities
to ask and answer questions pertaining to compliance and other legal
issues, and to manage frequently asked questions (FAQs) within the
context of our integrated GRC solution.
Key features and benefits of the Compliance & Legal Forums
Module include:
• |
A comprehensive and centralized online knowledge
base of authored responses to FAQ’s; |
• |
A user-defined organizational structure based on business
unit, regulation, or topic that facilitates access by employees; |
• |
Automated workflows that enable authorized users to respond
to questions directly and post responses on the online knowledge
base; |
• |
Search options that provide fast and easy access to targeted
information. |
|