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SESSION 3 “Challenging the Organizational Culture”

All visionary managers acknowledge human capital and ethical organisational culture as the wheels that make business performance work on long term. Moreover, scientific research has shown that organisations that carefully select their people and instill a culture based on moral values and principles are more likely to keep up with the complex dynamic of the economic sector and suffer less from any kinds of losses (technical failures, human and other resource shortages, integrity risks, market turbulences and customer defections etc.).

This session will provide first-hand experience from professionals in the field about placing integrity at the core of the organisational culture, about traps and lessons learned the hard way, about tools and mechanisms that ease organisational change processes. This experience is, as everyone would expect, profile-based, meaning it draws on the organisational profile, but, at the same time, it can and should be adapted and applied to other industries or activity sectors.


Session Chair: Cristian Ducu (CARMAE)

Forum Agenda | February 11, 2016

08.30.–09.00.   Registration & Welcome Coffee
10.30.–10.45.   Coffee Break
12.15.–13.30.   Networking Lunch
13.30.–15.00.   SESSION 3 “Challenging the Organizational Culture”
15.00.–15.15.   Coffee Break
16.45.–17.15.   CONCLUDING REMARKS





Challenge the ‘What’ and the ‘How’ of Organisations Cultural Foundation

BRD. Groupe Societe Generale


A great deal rests on a firm’s culture. Embedding desired cultural conduct is a long-term process that requires a sustained effort. The public can be served and corporations can prosper in the long term only if they are trusted entities operating for the broader benefit and with the support of their customers and society at large. In this context the whole corporations community need to repair the damage done by failures in culture, values, and behaviors, and should tackle the challenge with renewed vigor and purpose to achieve tangible improvements in outcomes and reputation. Restoring trust is a public must and economic imperative, and is the bedrock of a safe and effective financial and economical system. Many organizations are already engaged in this important endeavor and they need to continue this focus, because addressing culture and repairing trust go hand in hand and are a prerequisite for sustainable economic returns and—in the medium and long term—a source of competitive advantage.

Attitude and Commitment. “We are what we repeatedly do, excellence then is not an act, but a habit.”

Senior Advisor – Corporate Governance, Risk & Compliance

Organizational Culture… A Time to Walk the Talk

Regional Ethics & Compliance Manager
AbbVie Romania, Bulgaria, Baltic States

Compliance Culture as a Matter of Personal Judgment

Compliance Officer
Unicredit Bank

The presentation will concentrate on the idea that personal commitment and accountability are keys for an appropriate corporate compliance culture; defining a set of principles or values and adopting them as organizational motto is clearly not enough and, in the same logic, it becomes more and more clear that a compliant conduct cannot be separated from ethics. The presentation will also tend to underline that the principles and values of an organization have a paramount importance in situations when a personal judgment call is needed from an employee and especially if the employee is operating in areas where rules (either external or internal) are not crystal clear.