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The development of Québec’s “grappe de la construction” provides an overview of current priority issues in the construction industry. An anti-corruption management system responds to issues such as reputation, public confidence and staff retention.
The construction ecosystem is composed of multiple stakeholders.
For each of them, the establishment of a management system preventing wrongdoing, through the external audit of an independent, neutral and professional third party, enables the existence of a real corruption risk management. The process of implementation and certification induces more than trust in these organizations.
Corruption risk management, the center of the prevention system, allows mitigation measures to be adapted to the company’s reality, it integrates rules and existing standards thus developing an operational system that avoids unnecessary redundancy and controls.
Moreover, the development of such a system, involving members of your work team, renders it possible to significantly influence the organizational culture.
This approach, through joint analysis on the issues of the organization, develops ethical competence and promotes the sustainability of the measures implemented by giving the members of your work team adequate reflexes to cope with future schemes.
An integrity culture in which employees can recognize themselves and feel they are contributing is an important factor when choosing an employer. This represents a major challenge, but companies who address this when fostering a stimulating work environment, attract more employees and retain talents.