The fight against corruption is a challenge in every context; corruption has numerous faces and can occur in different ways in all sectors and institutions of a country.
Bribery to gain contracts, to have a product references or obtain budget…company corruption hinders business. As such, organizations have all benefit in implementing anti-corruption measures.
CORRUPTION: WHAT DEFINITION TO RETAIN ?
Criminally reprehensible, the offense of corruption can be defined as the abusive use of power for personal purposes (personal enrichment or on behalf of an organization). Concretely, the corrupt partner executes or does not execute the duties imposed by their function in exchange of an undue personal benefit.
Two forms of corruption can be distinguished in an organization :
- Active corruption which consists in proposing money in exchange for a service;
- Passive corruption which consists in accepting money for services rendered.
Amongst the major attempts of corruption we have :
- Bribe offered to officials for them to intervene in a rapid manner in favor of an individual or company.
- Conflict of interest for example: a purchase officer receives compensation from his supplier in whatever form be it.
- Favoritism which is the act of having preference for an organization over another as in public contracts.
IMPLEMENT ANTI-CORRUPTION STRATEGY
Evaluation criteria of anti-corruption policies
An anti-corruption strategy should contain policies and means aimed at reinforcement, amelioration and reparation of corruption vulnerable systems.
To guard against this risk, your strategy should be supported by the following pillars:
1. First pillar: an anti-corruption strategy should minimize or eliminate the occasions auspicious to corruption and in particular implement policies which simplify and clarify the scope of management of situations of monopoly on property and services.
2. Second pillar: an anti-corruption system should reform the remuneration system and evaluation of employees. This aims at modifying their behaviors so as to reduce attractiveness to corruption for the former and increase cost for the latter.
3. Third pillar: an anti-corruption strategy should include all policies aimed at making decision makers more accountable so that the risk of legal sanction is high enough to deter people tempted by corruption.
4. Fourth pillar: in an anti-corruption strategy, the process leading to the choice of policies and means should necessitate the collaboration of partners concerned and thus has to be open and allow participation as much as possible.
5. Fifth pillar: in an anti-corruption strategy, leadership from the highest level and support form key partners concerned is essential to impulse necessary reforms and infuses energy required for their completion.
6. Sixth pillar: the power of an anti-corruption strategy resides in the level of coherence of its constituents. The greater the adequacy between the implementation mechanisms and between these mechanisms and the objectives set, the greater the effectiveness of the strategy.
7. Seventh pillar: the validity of an anti-corruption strategy should be confirmed by concrete results, easily observable and measurable.
8. Eighth pillar: an anti-corruption strategy should constitute an action guide as much for partners concerned as for employees in general.
Ultimately, the purpose of an anti-corruption strategy should be to modify behaviors and attitudes to create a collective hostile climate to corruption.
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