Today more than ever, transparency is a fundamental asset of organizations. Fortunately, there is a broad consensus that When companies maintain legality and ethics, when they faithfully respect their regulatory framework, their chances of success increase enormously.. Not only because they strengthen their social license to operate or because they weave more solid and lasting relationships with their environment and their stakeholders, but also because affirm the trust and sense of belonging of its members. Said bluntly: people prefer to work in organizations they are proud of. Especially the new generations.
But building an ethical culture of organizational transparency is no easy task. It goes far beyond a series of instruments and standards (if that had been the case, scandals like Enron, whose codes and policies were up to date, would never have taken place). It even exceeds the commitment of the management of the company. The Your on topas it is called in our specialty, is a necessary condition, fundamental, but which must be completed in a transversal and interdisciplinary way in the organization.
Building a culture requires the participation of all those who compose it. Let everyone assume this culture as their own. And a task of this nature, essentially a process of trust, is something that takes time and effort. It is constant work, every day.
In Camuzzi, the company of which I am a part, through the implementation of our integrity program – almost five years ago – we accompany this path of cultural construction. In 2018, with the support of the company’s front line led by our Managing Director, María Tettamanti, one of its most enthusiastic promoters, we launched the Integrity Program. In other words, we focused on each individual behaving ethically and on the company’s reputation as something unique to them.
Six axes to build culture
We can say that our Integrity Program is based on the following axes:
–Risk analysisin order to design our policies and procedures adjusted to our reality and our context.
–Policy development is understood as a useful tool to bring clarity when acting within or for the Company on various matters (interaction with public officials, conflicts of interest, donations, etc.)
– Implementation of a reporting channel managed by an objective third party and independent, guaranteeing confidentiality and even allowing anonymous reporting, in accordance with international best practices in the field.
–Training on real cases and situations which allow us to put into practice, that is to say day to day of our operation, all that is provided for in our integrity program.
– Spread compliance through the word of these people with leadership responsibilities, generating different communication elements that helped us highlight the importance of our integrity program.
– Add to our value chain through training and sharing of principles and values necessary to be able to operate with our Company.
To these actions, in addition, we are adding from 2021 a internal referral program of each business line, whom we call Compliance Ambassadors and who have been chosen for each business unit. They function as a two-way link between the compliance department and the rest of the business.
A job that never ends
The results of these actions are increasingly tangible. We have strong leadership that how they are achieved is as important as achieving results; with a series of policies, tools and actions that are in full force and in full development; and with a workforce that reveals high degrees of identification with the company and the way it does business.
But in this, there are no arrival targets. As we have said before, building an ethical culture is a constant, daily, everyday work of all people.. Fortunately, at Camuzzi, we follow this path. And to the extent that we continue to progress, as is the case with all things trust, the chances of working in a successful company of which we are proud to be a part will be strengthened.