Сергій Булавін, член Наглядової Ради «Українська продовольча торгова-дистриб’юторська Компанія», голова Дорадчої Ради компанії «Агропартнер», член Дорадчої Ради компанії «Террамет», СЕО компанії «AgroGeneration»
“Для багатьох компаній функція комплаєнсу часто сприймається як центр витрат – неминучі витрати, які прямо не пов’язані зі зростанням доходу.”
Форбс опублікував цікаву статтю, в якій Члени Фінансової Ради Forbes діляться найкращими практиками для того, щоб перетворити комплаєнс на справжню цінність в організації. В статті, кожна з цих найкращих практик розібрана з точки зору отримання практичної користі для організації.
Переклад переліку запропонованих найкращих практик:
- Розглядайте комплаєнс, як фінансового захисника.
- Поєднайте зусилля з комплаєнсу з бізнес-цілями.
- Розкажіть про свою стратегію комплаєнсу, щоб завоювати довіру клієнтів.
- Зосередьтеся на невід’ємній бізнес-цінності комплаєнсу.
- Розгляньте втрати, якщо у Вас не буде комплаєнсу.
- Вбудуйте комплаєнс у Вашу операційну діяльність.
- Використовуйте знання комплаєнсу, щоб вийти на нові ринки.
- Визначте бізнес-можливісті, які з’являються через відповідність комплаєнсу.
- Переконайтеся, що функція комплаєнсу розуміє бізнес-підходи.
- Включіть функції комплаєнсу у ваші Sales Pitch.
- Використовуйте роботу з комплаєнсу як основу для бізнес-прогнозування.
- Організуйте співпрацю між комплаєнсом та доходо-генеруючими підрозділами.
- Інтегруйте комплаєнс у процес стратегічного планування.
- Дивіться на комплаєнс, як на партнера, а не як на заповнення чек-боксів.
- Вбудуйте комплаєнс у культуру організації.
- Включіть комплаєнс у розробку продуктів, починаючи з їх ранніх стадій.
- Укомплектуйте данні комплаєнсу у інформацію для прийняття практичних рішень про дії.
- Застосуйте проактивний підхід до комплаєнсу.
- Використовуйте комплаєнс для залучення клієнтів, для яких важлива етика.
- Підкресліть, як комплаєнс мінімізує юридичні ризики та дорогі судові процеси.
Далі приводимо текст статті мовою оригіналу.
Best Practices For Turning Compliance Functions Into Value Drivers
For many businesses, compliance functions are frequently perceived as a cost center—an unavoidable expense that doesn’t directly correlate to revenue growth.
In some organizations, compliance teams are even considered a hindrance to profit, “getting in the way” of growth opportunities. However, when well-integrated within a business’s operations and culture, compliance can drive significant, tangible value.
To change the perception of compliance functions as merely a cost center, the members of Forbes Finance Council share some best practices for turning compliance into a genuine value driver in your organization.
1. View Compliance As A Financial Safeguard
Compliance functions may seem like a business expense, but the costs of non-compliance—such as failed deals or financing, severed partnerships and costly penalties—far exceed the investment in compliance. As a tax professional, I advise companies on the risks of non-compliance and suggest they view compliance as a safeguard and driver for improvement that can enhance efficiency and planning, streamline processes, unlock cost savings and drive growth. – Brent Lessey, Anchin
2. Align Compliance Efforts With Business Goals
To transform compliance functions from a cost center to a value driver, integrate compliance into strategic decision-making. By aligning compliance efforts with business goals, organizations can identify opportunities for risk mitigation, enhance operational efficiencies and foster a culture of proactive governance, ultimately driving long-term value and profitability. – Corey Digi, Lexington Capital Holdings
3. Communicate Your Compliance Strategy To Build Customer Trust
At our company, we turn compliance into a value driver, much like transforming a porcupine into a guard dog. By maintaining full compliance and transparently communicating it to the public, we build trust and confidence among customers. This approach shifts compliance from a perceived cost to a strategic advantage, driving sales and showcasing our commitment to excellence. – David Materazzi, Galileo FX
4. Focus On Compliance’s Inherent Business Value
Organizations should center the spotlight on compliance’s inherent value to businesses, including how it ensures transparency, strengthens workflows and improves worker accountability. Compliance’s value can be showcased through the utilization of technology and automation to enhance and optimize existing work processes, remove pain points and help them reach their full potential. – Razzak Jallow, FloQast
5. Consider The Costs Of Non-Compliance
For compliance functions to be perceived as value drivers, the organization must have considered the costs of non-compliance and the reputational damage this could cause for one single act of omission. It can be likened to insurance premiums; an incident could result in avoidable fatality and financial losses. – Oluwatoyin Aralepo, Mastercard Foundation
6. Embed Compliance Into Your Operations
Compliance should be embedded into all functions throughout the organization, in the processes that are developed and implemented as well as in the tactical procedures which are executed each day. Compliance should be embraced as a part of an ethical culture and of doing business as successfully and profitably as possible. Compliance proactively addresses risk and builds trust internally and externally. – Shannon Power, Scope AR
7. Use Compliance Knowledge To Enter New Markets
Compliance should be in integration with business development. One can use compliance know-how to enter new markets where regulatory understanding is crucial. Accordingly, lead the company’s first-mover advantage. – Asli Erem, Various
8. Recognize The Business Opportunity Of Staying Compliant
Staying compliant opens business opportunities. In revenue-based financing, for instance, non-compliance in certain states means missing out on funding deals in certain states. By maintaining compliance, you ensure continuous operations, build trust and drive long-term profitability. – Richard Polgar, CFG Merchant Solutions & CapFlow Funding Group
9. Ensure The Compliance Function Understands The Business Perspective
The compliance function is a value driver whenever it prevents regulatory missteps. Collaboration between business functions and compliance is key. The compliance function should understand the business perspective of any issue first before providing compliance guidance. Compliance advice that includes sound business reasoning will add real value to business decision-making. – Gale Simons-Poole, BHG Financial
10. Include Compliance Functions In Your Sales Pitch
An interesting way is to train the revenue generators within your organization (e.g., salespeople) to highlight the robustness of the internal compliance function to their potential customers. That way, it can be used as part of their pitch to win new business. In fact, it may become a key point of differentiation for the sales team. – Manoj Jain, Maso Capital
11. Use Compliance Work As A Foundation For Forecasting
The regular, tactical compliance work that your organization is doing will be the foundation for forecasting. Forecasting allows you to see the financial and nonfinancial drivers within your business and understand the story your numbers are telling you. Once you understand this story, you can make more informed business decisions. – Jody Grunden, Summit Virtual CFO by Anders
12. Have Compliance And Revenue-Generating Teams Collaborate
One best practice is fostering a strong partnership between compliance and revenue-generating teams through business partnering. This collaborative approach shifts the perception of compliance from a burdensome cost to a strategic enabler, aligning it with the organization’s overall goals and demonstrating its value in protecting and enhancing profitability. – Manoj Kumar Vandanapu, Investment Bank
13. Integrate Compliance Into The Strategic Planning Process
One best practice is integrating compliance into the strategic planning process. By aligning compliance with business objectives, it can proactively identify risks and opportunities, driving efficiency and fostering a culture of trust. This not only reduces costs associated with non-compliance but also enhances the organization’s reputation, ultimately contributing to long-term profitability. – Gianluca Sidoti, The Wealth Company International FZCO
14. View Compliance As A Partner, Not A ‘Check-The-Box’ Exercise
To encourage compliance as a value driver, view compliance as a partner, not a hurdle. Incorporate their perspective from the outset, and ensure they deeply understand the business and core values. Compliance should be part of the team, rather than a “check-the-box” exercise. A collaborative effort that fosters teamwork and advances shared goals will be integral to your success. – Sonya Thadhani Mughal, Bailard, Inc.
15. Adopt A Culture Of Compliance
Compliance stops being a cost by changing how an organization approaches it. The value increases and risk decreases by seeing compliance as integral to firm culture and integrating it throughout the organization. With detailed employee training programs and transparent communication of benefits and recognition programs, compliance becomes the entire organization’s responsibility and not just a cost. – Jeffrey Bartel, Hamptons Group, LLC
16. Incorporate Compliance Into Early Development
To make compliance a real asset instead of just a cost, include it in areas like early product development. Every step of the way, compliance should be considered so that you don’t have to waste development time on going back to rewrite a non-compliant wheel. Later, you can use it to avoid regulatory hurdles and fines, and use it as a value-driving differentiator versus the competition. – Nick Chandi, Forwardly
17. Package Compliance Data Into Actionable Insights
A best practice is to package the data and findings from the compliance function into actionable insights that can be shared with the business leaders to enhance and improve operating efficiencies, which can lead to lower costs and high profitability for the business. Educate the business leaders on the value of the compliance function—what the group does, but more importantly, how the group can take its findings and provide valuable insights to the business. – David Samuels, DrFirst, Inc.
18. Adopt A Proactive Approach To Compliance
To transform compliance functions into value drivers, integrate proactive risk management strategies that enhance operational efficiency and safeguard the company’s reputation. By aligning compliance initiatives with business objectives, compliance can drive innovation, improve trust and boost profitability. – Sumeet Grover, Alliant
19. Leverage Compliance To Attract Ethically-Minded Clients
Transform compliance from a cost center to a value driver by leveraging it as a tool for competitive differentiation. Showcase ethical leadership and transparency to enhance brand reputation and attract ethically-minded clients. This proactive approach not only mitigates risks but also cultivates trust, driving sustainable business growth and setting your organization apart in the marketplace. – Thomas Hartmann, Funded Unicorn GmbH
20. Highlight How Compliance Minimizes Legal Risks And Costly Litigation
To shift the perception of compliance from a cost center to a value driver, highlight its role in minimizing legal risks and avoiding costly litigation. Strong compliance practices reduce the chances of fines, penalties and reputational damage, resulting in substantial cost savings. By framing compliance as a proactive safeguard, organizations can demonstrate its significant impact in the long run. – Gomathy Periathiruvadi, Alita Systems