Gain insight into the bottlenecks and points for improvement on your compliance operations?

A company effectively organizes its business activities with business processes (for example, sales, personnel management or purchasing processes) that incorporate control measures “by design”. The business processes are controlled by a team of employees and supported by IT systems.

The baseline measurement for the compliance operations identifies the bottlenecks and points for improvement in discovering, recording, taking action and following up on signals of the operation of the internal control measures. Derived from this, a picture emerges of the maturity of the effectiveness of the internal organization of the business activities.

Employees often know the bottlenecks and points for improvement or see these points of attention coming as a result of changes in business activities, the organization of business activities with business processes, the supporting IT systems or legal, contractual or policy changes. An underestimated bottleneck is the knowledge level of the employees who have to process all changes and apply them correctly.

The bottlenecks and points for improvement can relate to:

  • Sufficient overview and insight into the organization of business activities for the business compliance function.
  • Do the compliance measures have sufficient impact on the organization and do the company leadership and department management experience the added value of the compliance process in directing business activities?
  • Is the level of knowledge of the internal and external employees sufficient to effectively manage the business processes?
  • Are the business activities sufficiently organized by coherent processes and are effective control measures included in the processes?
  • Do the IT systems offer sufficient possibilities to effectively support the business processes and the control measures?

How can we help you?

Do you have questions about organizing, implementing or expanding your compliance operations? Our service owner, Caroline Willemse AA RE RFG or her colleagues, would be happy to discuss your specific case.

Organising effective business activities with business processes is a permanent focus for company leadership and management. It is about acquiring and disposing of business activities and then integrating and unbundling these business activities in the business organisation.

New relevant legislation can have an impact on the business organisation. In particular, the legislator’s placing of the accountability obligation on the company has consequences for the organisation of business activities with business processes and in particular the control measures included therein.

The IT systems that support business processes, including control measures, enable more effective organisation and therefore require changes.

A challenge that should not be underestimated is getting and maintaining the level of knowledge of the employees who manage the business processes. Every change requires an effort from internal and external employees.

Changes are, of course, necessary to be able to cope with the competition and to guarantee continuity. To manage the changes, insight is needed into the bottlenecks and points for improvement.

The baseline measurement primarily relates to the effective functioning of the business compliance function. Secondly, the baseline measurement relates to the effective organization of business activities. We make clear agreements about scope and scope, especially for the investigation of business activities.

The approach to the baseline measurement consists of:

  • Context analysis of the company, area of ​​responsibility and environment (groups of partners such as customers, employees and suppliers);
  • Overview and insight into the business activities, relevant legislation and policy frameworks;
  • Depending on the scope and scope, overview of and coherence between business processes, including control measures, with which the business activities are organised;
  • An impression of the governance and compliance structure, the tasks, authorities and responsibilities and the internal and external lines of accountability;
  • The extent to which IT systems support the business processes effectively and the extent to which the employees have sufficient knowledge to effectively manage the business processes; and
  • Assessing the effectiveness of the business compliance function.

In the approach, we can focus on the effectiveness of a company’s business compliance function or put the emphasis on the underlying organization of business activities.

It is also possible to place thematic emphasis on, among other things:

  • Assessing policy making, execution and accountability;
  • Inventory of flows of company and personal data and the adequacy of control measures. If desired and by extension, assessing whether trade secrets are adequately protected;
  • Global risk assessment of business and personal data and its protection through measures; or
  • Assessing your partners’ fulfillment of contractual obligations and exercising your rights.

The process of performing a baseline measurement is perhaps more important than the reporting. In consultation with the management or management, we determine the scope and scope of the baseline measurement. Assessing the effectiveness of the business compliance function is a permanent point of attention. There are often employees who know the bottlenecks and points for improvement and are willing to discuss the points. It is about placing these points in a broader perspective, discussing them in substance and making them part of the arguments for changing the organization of business activities.

The report suffices with a report of related findings. It describes scenarios of optimizing the business compliance function and/or organizing business activities. By executing a scenario, the organization develops to a higher maturity level.

The constructive completion of the baseline measurement process creates a favorable context for the employees to implement a scenario for improvement. After implementing the changes in the organization of the business activities, the employees take over control of the business processes.

The business compliance function includes the renewed organization in a maintenance strategy. In concrete terms, this means that the included control measures are periodically subjected to an effectiveness study. In this way the company gets stronger and takes itself to a higher maturity level.

It may be desirable to have a zero measurement carried out by us. The condition is that the project leader can carry out the work in collaboration with the key employees, who are responsible for controlling business processes with which business activities are organised.

There are many reasons for performing a baseline measurement. These are often signals from employees about bottlenecks and points for improvement and/or disproportionate administrative organizational efforts and costs to organize business activities.

By performing a zero measurement, the company management addresses the signals and an appropriate remedy can be taken.

Do you have questions or need an appointment?

Do you have questions about organizing, implementing or expanding your (company) compliance function? Our service owner, Caroline Willemse or her colleagues, would be happy to discuss your specific case.