Knowledge and experience teach us that a good organisational culture is the basis for a healthy company and sustainable success. 'Business for Good', as we call it. But what is a 'good' organisational culture? And can undesirable' expressions of the prevailing culture change?
You feel that your employees' entrepreneurship has gradually been stifled by too many procedures and instructions. You may be worried about openness in the workplace. Do your people still speak up to each other? We provide you with insight into the current organisational culture in the form of a quick scan or a more detailed analysis and we facilitate decision-making on possible improvements.
Would you like to review the code of conduct or introduce a new code in an effort to shape integrity and ethics within your organisation? Together with you, we will set up a change programme aimed at 'people, methods and means', always in conjunction, at every step of the way. In order to influence people's ethical behaviour in a sustainable way, we help anchor the change in the organisational culture. We do this, for example, by conducting interviews at all levels of the company and providing feedback in a workshop or management meeting.
Would you like to pay more attention to so-called soft controls? At the moment, you may be relying heavily on rules and procedures (hard controls). It may be possible to create more room for the creativity and flexibility of your employees by removing rules and strengthening the company's core values (soft controls). We offer insight into the current balance and can advise you on possible improvements.
Together with you, we make visible the causal relationships between your financial goals, the added value for your clients, your distinctive competencies and work processes and your (necessary) learning and growth efforts. The strategy chart in which we record those is an effective tool to communicate on your strategy and to monitor the progress of implementation.
Is it necessary in your industry to demonstrably and systematically improve your safety or compliance performance? Do you want your company to learn more quickly and more effectively from incidents? In that case, closing the 'Plan-do-check-act' (PDCA) cycle may no longer be enough. We can help you define and realise step-by-step growth by professionalising your safety or compliance management.
Is your Internal Auditor not (yet) paying enough attention to the value of a healthy organisational culture? Does your auditor investigate the root cause of a deviation from the rules or standard? We can support your Internal Auditor in setting up an audit methodology in which explicit attention is paid to culture and soft controls. If you wish, we can also train your IA teams to become familiar with this new working method.
Legislation and regulations are often complex, change rapidly and may have a major impact on your business operations. Compliance is not just about complying with laws and regulations, but also about complying with the (behavioural) standards that your organisation has set itself. Standards that tell how employees should interact with each other and with your customers. We are convinced that a proper...
Enterprise and risk go hand in hand. Each day, you may face new challenges. Sometimes a great opportunity, sometimes a threat to the achievement of your goals. You accept some risks, but you will want to avoid others or manage those better. In order to make a responsible choice, you need an insight into what might be coming your way and how to deal with it.
Effective governance contributes to the success of an organisation or institution. For listed companies, the Corporate Governance Code provides direction for shaping effective governance with regard to issues such as culture, risk management and effective supervision. This code also serves as a model for various governance codes developed in the semi-public sector.
The Internal Audit Function (IAF) provides insight, assurance and recommendations on the effectiveness of governance, risk management and internal control. The added value of the IAF in the management and supervision of companies is therefore increasingly recognised. For example, the IAF is anchored in the Dutch Corporate Governance Code and an increasing number of stakeholders believe that an IAF...
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