Trojan CorporateTrojan Corporate

By Narelle Davidson

pedestrian crossing

Compliance culture

Compliance is achieved when a wish or command is complied with by action or fact.  Culture is  commonly defined as the values, beliefs and customs of a collective group.  To ensure the success of a compliance program, the compliance culture philosophy must be embedded within.

Implementing a compliance framework alone will not ensure long term sustainability.

The Criminal Codes Act 1995 (Cwth) defines corporate culture as follows:

corporate culture means an attitude, policy, rule, course of conduct or practice existing within the body corporate generally or in the part of the body corporate in which the relevant activities takes place.

This enforces the importance of ‘tone from the top‘.  This message must unify all stakeholders to believe that they will benefit from aligning their values as declared.

It has been said that the success of a compliance program is subject to the engagement of employees. If this is the case then our relationships with our employees becomes imperative.

Employee values

As individuals we have needs, wants, values and ultimately goals we need met.   By aligning with others, who share similar purpose, we can often achieve more in collaboration than on our own.  In our employees we look for things like:

  • Accountability – responsibility.
  • Character – stable moral qualities.
  • Integrity – honesty doing what we say we will do, strong moral principles.
  • Confidence – being certain that your actions are the best and most effective.
  • Diligence – careful and persistent work or effort.
  • Competence – ability to do something successfully or efficiently.
  • Commitment – being dedicated to the cause, activity.
  • Discipline – suppression of base desires. Restraint and self control.
  • Motivation – a reason or reason for acting or behaving in a particular way.

Aligning compliance culture and employee values

We know that there must be a sharing of similar values, customs and beliefs to ensure successful relationships. Without this we are at odds. There needs to be alignment. Working towards similar goals creates benefit for all involved. With this we can achieve improved overall positioning.

With this in mind it is imperative that the message is not lost in translation. The goal of the employer employee relationship should be clear from the beginning.  The partnership should be of benefit to both parties.  Both parties should be in a better position because of the relationship than had they remained apart.

About narelle-davidson
Narelle Davidson has been involved in the hospitality industry for 20 years and has experience working with clubs and hotels in New South Wales & Queensland. Narelle has progressed through varying roles from front line customer service, gaming promotion co-ordination, self-employment, hotel management, training, consulting and compliance. In most recent years, Narelle has focussed on compliance programs and solutions for hospitality venues. With practical understanding of both NSW & Queensland legislative requirements Narelle is able to rationalise and provide the expertise required to facilitate effective regulatory and operational compliance frameworks. Narelle is a current member of the Governance, Risk and Compliance Institute (GRCI).