ETHICS & COMPLIANCE IN PRACTICE
When is an integrity program relevant?
Existing measures do not yet form a coherent whole
There are codes of conduct, regulations, or training courses, but these do not connect sufficiently with one another or with everyday practice.
Roles and responsibilities are insufficiently clear
It is not clear who is responsible for prevention, reports, investigation, supervision, and periodic reporting.
The organization wants to sustainably strengthen integrity
Growth, changing risks, past incidents, or new expectations make a more structural and demonstrable approach necessary.
A coherent and practical integrity framework
Values, code of conduct, reporting procedure, investigation protocols and other measures form a single recognizable and workable whole.
Clear governance and responsibilities
The board, management, integrity officers, and supervisory bodies know which role they fulfill and how they collaborate.
A learning and resilient organizational practice
Training, communication, monitoring, and follow-up help to identify risks in a timely manner and make integrity part of daily actions.
Assessing the current setup
We map integrity risks, existing measures, responsibilities, and development needs in a coherent way.
Designing an appropriate program
We translate the analysis into clear priorities, governance, policy, tools and interventions that align with the organization.
Implementing and activating the program
We provide support with implementation, communication, training, and the practical translation to managers and employees.
Monitoring and improving effectiveness
We assist with evaluation, reporting, and periodic adjustments, ensuring that the integrity program remains up-to-date and effective.
We want to organize integrity sustainably and strengthen social safety
A code of conduct or training is valuable, but only effective when policy, governance, learning, reporting, monitoring, and follow-up function as a single cohesive whole.
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