Corruption scandals are a blow not only to a company’s reputation but also to the trust of employees, clients, partners, and regulators.
However, it is precisely after a crisis that the opportunity arises to build a truly effective compliance system—not just a box-ticking exercise, but a working tool for risk prevention.
I’ve had the experience of being involved in the recovery of a compliance function after such incidents. Today, I’d like to share the key principles and steps that I believe are essential to rebuilding trust and fostering a sustainable culture of ethics and transparency.
1. Tone from the Top
Compliance always starts with leadership. After a scandal, it is especially important for senior management—CEOs, board members, top executives—to clearly and consistently communicate their zero-tolerance approach to misconduct.
And not just once, but regularly and systematically: in internal communications, corporate channels, and through their own behavior. Leadership actions must align with the standards the company is committed to implementing. Without this alignment, no policy will be effective.
2. Whistleblowing Hotline: Trust Through Anonymity
One of the key indicators of a mature compliance system is the presence of a reliable feedback mechanism, first and foremost a whistleblower hotline.
But the tool alone is not enough. Employees must be aware of it, trust it, and feel confident that their reports will be treated confidentially and without retaliation.
This requires not just technical setup, but ongoing communication: sharing case studies, statistics, and real examples of how reports helped prevent misconduct.
3. Training: A Strategic Tool, Not a Formality
In the wake of a scandal, many companies rush to conduct mass compliance training. But what truly matters is not quantity, but quality.
Training must be regular, tailored to employee roles, and enriched with realistic case studies.
Most importantly, it should explain not only what is prohibited, but why it matters—for the business, and for individual accountability.
4. Policies and Procedures: Review and Adaptation
Having written policies does not automatically mean having an effective system. After an incident, a full audit of existing documents is necessary:
anti-corruption policies, conflict of interest rules, government interactions, gift policies, etc.
Often, it is the gaps or vague language in these documents that create space for abuse.
Rewriting them is just the beginning. It’s equally important to run an explanatory campaign—through presentations, Q&A sessions, and accessible formats like videos or infographics—so employees clearly understand what has changed.
Conclusion
A compliance system cannot simply be copied from another business. It must grow from within the organization, shaped by its culture, structure, and maturity level.
After a scandal, the business has a rare opportunity to reassess its approach and build a system that not only protects but actively strengthens corporate integrity and resilience.
In the upcoming webinar, I will walk through real-life examples of compliance recovery, and outline a step-by-step plan for those facing the challenge of restoring trust and embedding sustainable risk management.
I invite everyone who wants to see compliance not as a formality, but as a foundation of resilient business. Registration-link: