In many transition countries, the development and implementation of anti-corruption programmes are still at an early stage. But because these programmes have become the focal point of anti-corruption efforts in many countries of the region, it is important to
continually assess their impact on different dimensions of corruption and to adjust these strategies accordingly. Anti-corruption programmes that prove ineffective in achieving demonstrable results in a reasonable time frame or, in the worst case, that serve as a
rhetorical cover for government inaction undermine public confidence in all future government anti-corruption efforts. Consequently, frequent tracking of the progress and performance of anti-corruption programmes is critical.
However in CEE, many local companies and multinationals’ branches are lacking a structured internal programme to mitigate the impact of corruption in their global affairs. Most of the situations where corruption scandals raise and produce damages for
a company are the result of the inability to act properly on a corporate governance
level. A successful compliance model depends on a vision, control, training and
continuous survey.
Nonetheless it is fundamental for a company to go beyond compliance in order to produce a cultural shift within employee’s and management culture on this issue. Utilise this marcus evans event to hear from companies with proven strategic leadership, sophisticated corporate responsibility system and effective human capital management skills, regulatory compliance and law enforcement experience in these emerging markets