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Rethinking Compliance
(2017)
In the past Compliance Management has often failed, the Volkswagen emissions scandal just being one prominent example. Not everything has to be reinvented, and not everything that companies have done in the past regarding Compliance is wrong. But it is about time to think Compliance in new ways. What does “Compliance Management 2.0” really depend on? The following article aims at laying out the cornerstones for enduring effective Compliance which amongst others comprises sincerity and credibility and a moral foundation. Furthermore, the commitment and role model behavior of top managers and the training of line managers are crucial for the effectiveness of any Compliance Management System (CMS). Ultimately, for Compliance to function efficiently the efforts must be adequate for the respective company and realistic regarding the achievable goals.
Regarding moral concerns in the business sphere, integrity is often mentioned as one of the core values that guides the behavior of companies. Daimler for instance states: “Acting with integrity is the central requirement for sustainable success and a maxim that Daimler follows in its worldwide business practices.”1 Reference to integrity is mostly supposed to signal that the company acts morally responsibly. Although some companies specify what acting with integrity means for them, it generally remains unclear what the concept of integrity entails – both broadly speaking and referring to business. This conceptual gap shall be filled by developing a concept of integrity that can be transferred to the business context. For this purpose, the main criteria that constitute moral integrity will be discussed before reflecting on how these could be integrated into a practical and comprehensive concept of corporate integrity.