N E W S & V I E W S • D E C E M B E R 2 0 2 4 13 • Appointing a champion to oversee this compliance element – usually the compliance officer (keep in mind that the board and senior management are still ultimately responsible) • Doing a risk assessment • Formulating policies and procedures to regulate company practices and employee behaviour • Implementing preventative measures where possible • Providing staff with awareness training on what corruption is and training them on the policies and procedures • Finally review the measures against the risks identified. Some of the most obvious risk areas include: • Any person involved in procurement • Accounts departments • Points of sale like the weighbridges (this may include abusing timber tickets) • Your representatives responsible for the sale of product • Directors and Senior management This list is not exhaustive, and one must rather ask: “who has some sort of authority where they can abuse the system?” For many years NCT has taken a very strong stance against corrupt activities and since April we have enhanced these measures. • For the last few months NCT has rolled out some awareness training to staff; • We updated certain commercial agreements to provide for cooperation between contracting parties to eradicate corruption; This article should not be used as legal advice as it is merely an opinion piece and for information purposes. If any member of the public is aware of any instances of corruption involving NCT, we request that such reports together with evidence be submitted to our Internal Auditor for investigation. Fraud and Corruption hotline: ianctfor@gmail.com or 082 801 1369 • We have started updating policies and procedures, and we rolled out signage at all sensitive points to make the public aware of NCT’s stance on corruption and the steps people can take to report it. In my opinion I believe that by taking these measures a business can illustrate that they are not simply sitting back and letting corruption run rife. At this junction I know what you are thinking, that if only those in power could set the right example, then perhaps South Africa would be a less corrupt country. Why should we be bending over to implement these measures when those who make the rules break them. I would agree with this sentiment, but also wish to add that each of us has the power to do the right thing and, as such, has the responsibility to set the ethical tone in our businesses.
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