Vanguard Magazine

www.vanguardcanada.com APRIL/MAY 2018 25 The collective expertise of Leonardo DRS and Rockwell Collins: offering the most advanced integrated communications systems. For more than 50 years, we've served the RCN with 100% Canadian content, leveraging domestic sales, continuous reinvestment and innovation that drives strong exportation. We provide best-value, low-risk, fully compliant solutions supported by our System Integration Lab. Meeting a higher standard as your trusted partner. Today and tomorrow. Setting a higher standard for best value. CANADIAN SURFACE COMBATANT PROGRAM Photo courtesy of RCN Visit us at CANSEC booth #1511 HigherStandardforCanada.com Anti-BriBery ing. Whether driven by willful blindness, performance anxiety or simple greed, an unethical business culture will encourage unethical behaviour that substantially in- creases the risk that some employees will circumvent the policies, processes and controls of the compliance program. No controls, compliance program or ethical business culture can totally pre- vent people without integrity from doing wrong. The absence of those elements, however, greatly increases the capacity of wrongdoers to operate with impunity, while the strong presence of those elements greatly increases the likelihood of prevent- ing and detecting wrongdoing. It will also provide a foundation to mitigate its impacts and consequences on the organization. An unethical business culture and weak compliance measures seriously increases risk and liability, depreciates M&A and joint venture value, potentially damages the brand, undermines and reduces trust and confidence, increases the potential for prosecution, and threatens sustainability. Protect your company by incentivizing ethical behaviour In addition to an organization's culture, business and thought leaders must also consider what role greed, selfishness, blind ambition, reckless need for recognition or even performance anxiety can play in the non-compliance rationalization process. These leaders must be proactive and con- tinuously diligent in their efforts to miti- gate individual and organizational risks by exploring new, creative ways to recognize performance and incentivise ethical be- haviour. Progressive companies are now including ethical markers in KPI's and performance evaluations. We need to raise the bar collectively and work towards creating an environ- ment where compliance does imply in- tegrity. Canadian Centre of Excellence for Anti-Corruption The Canadian Centre of Excellence for Anti-Corruption (CCEAC) at the Uni- versity of Ottawa is an academically based platform that encourages exchange and communication of best practices to help prevent, detect and deter corruption re- lated issues. The CCEAC offers ABC training and has recently developed a toolbox that aggregates relevant informa- tion, links, best practices, tools and lessons learned to assist industries in implement- ing ABC measures. Pat Poitevin is an Anti-Corruption, Ethics and Compliance Expert and Co-Founder and Senior Advisor – Strategic and Interna- tional Development at the Canadian Centre of Excellence for Anti-Corruption (CCEAC). Pat recently retired from the RCMP. He can be reached at Pat.poitevin@uottawa.ca.

• Cover