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their choice and use of key performance indicators will find thought provoking they also suort the disclosures by explaining the process and statistical validity of the customer and no change in foreign ownership rules Maintenance or 

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How KPIs Evolve with Program Maturity • Avoiding Key Performance Indicators (KPIs) and Compliance Putting KPIs into Action – Policies and Procedures

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Public administration, performance budgeting and indicator systems Key Performance Metrics (KPI) Firm level indicators • Benchmarking for process learning 

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A systematic process for closing the gap between actual performance and the desirable outcome KPI name - Performance Measure Description - Data source - Type of measure Please refer to Data Validation Policy (ADM-GEN 01- 100)

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27 avr 2016 · next Corporate Key Performance Indicator Framework Strategic Objectives, and Strategic Enablers; and inform steps necessary for course correction, as These policy shifts should help to drive performance against

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For example, if you are just starting to build a quality management system you may not want to begin measuring performance until policies, procedures and 

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Keywords: Public administration/ key performance indicators/change an organization's management and policy-making processes and transforms

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1 ©Ethisphere2018.Confidential.NotforDistribution.How to Score your Compliance Program using

Key Performance Indicators (KPIs), metrics,

maturity ratings and other approaches

Leslie Benton

Vice President

CREATe Compliance, an Ethisphere Business2

forkeyissues. 2 3

Todaywewilldiscuss:

•KPIsvsMetrics •DevelopingUsefulKPIs •HowKPIsEvolvewithProgramMaturity •AvoidingUnintendedConsequences 4

KPIsvsMetrics

3 5

WhatAreKPIs?

ͲAmeasureofbusiness

performanceagainst quantifiablegoalsTraditionalUseofKPIs

ͲMeasureeffectivenessof

programs

ͲAsamonitoringtool

ͲEvidenceofeffortsbeing

morethanapaper program 6

KPIsvsMetrics

KPIs-StrategicValueDrivers

Evaluateswhetheranorganizationis

meetingimportantbusinessobjectives

KPIsarederivedfromfourelements:

•Adefinedprogramelement •Itsgoalorobjective •Componentstoreachthegoal

Objective,quantifiablemeasuresthatare

usedtotrackthestatusofspecific businessprocesses 4 7

DevelopingUsefulKPIs

8

WhatMakesaUsefulKPI?

KPIsMustbe

RelevantandActionableNewProgram

Basicsareinplace

(e.g.,policies, procedurescontrols)

SophisticatedProgram

Implementationand

effectiveperformanceBasedupon

ProgramMaturity

5 9

DevelopingUsefulKPIs

SharonJ.Zealey,foundingmember

of NextGen ComplianceLLCandformerGlobalChief

Ethics&ComplianceOfficerofThe CocaͲCola

afewdifferentcategories: •Quantitative- numericaldatasuchastraining statistics •Process- efficiencyorproductivity processesorfunctions •Directional-whether theorganizationisgetting betterataprocess,activityortask •Input- resourcesnecessarytoreachthegoal 10

HowKPIsEvolvewith

ProgramMaturity

6 11

ProgramMaturity

12345

Littleorno

repeatable processes, limited awarenessof risks,reactiveLimited systemswith inconsistent implementati on,primarily reactiveSystems approach adopted,but development and implementati onand improvement effortsare inconsistentSystemswellͲ developed and consistently implemented andimprovedMature system implemented internallyand continually improved througha regular management process 12

PuttingKPIsintoAction

•World'slargest bakingcompany •32countries •22subsidiaries

Year1ͲKPIs

•Withinfour months,trainmore than83,000ofthe

113,000associates

•Withinayear- train100%of associates 7 13

PuttingKPIsintoAction- PoliciesandProcedures

KPI: •Relevantpoliciesand proceduresexisttodetect andpreventbribery

PotentialMetrics:

requirementsandthecompany'sriskprofile; followed; andbusinessassociates 14

PuttingKPIsintoAction-RiskAssessment

KPI: •Thecompanyhasassessed itscorruptionriskand aligneditsprogramwith thoserisks

PotentialMetrics:

elementsidentifiedintheFCPAResourceGuide policies,proceduresandcontrolsbasedonthe assessmentfindings addressedwithinsixmonths 8 15 PuttingKPIsintoAction- TrainingandCapacityBuilding KPI: •Thecompanytraining programincludestraining tailoredtobusiness functionorrisk

PotentialMetrics:

training trainingtestwithascoreof90% 16

PuttingKPIsintoAction-CorrectiveActions

KPI: •The%ofcorrectiveactions requiredbysenior managementareachieved inadefinedtimeframe

PotentialMetrics:

over120days formalauditwithinsixmonths 9 17

AvoidingUnintended

Consequences

18

AvoidIncentivizingUnwantedBehavior

Unrealisticsales

targets

ͲCaseinpoint:

Toshibasenior

teamsinflating profits

Examples:

Excessivepressureon

teamstosellproducts

ͲCaseinpoint:

WellsFargo

employeessigning upfakeaccounts•Embedcompliance withinorganizations •Showleadership commitment •Analyzetargetsin lightofrisksand operationsStepstoMitigateRisks 10

ThankYou

LeslieBenton

Lbenton@CREATeCompliance.com

quotesdbs_dbs9.pdfusesText_15