Leadership Professional in Ethics & Compliance (LPEC)

/Leadership Professional in Ethics & Compliance (LPEC)
Leadership Professional in Ethics & Compliance (LPEC)2018-12-05T15:18:56+00:00

You are about to take the next step in positioning yourself as a dedicated E&C professional.

LPEC certified ethics & compliance practitioners have positioned themselves as experts in the field. LPEC certification shows that you have the requisite, working knowledge to build and sustain thriving E&C programs to the highest possible standard.

LPEC Certification is:

  • Awarded to those who successfully pass the 100-question LPEC exam.
  • Based on deep-knowledge of our High-Quality Program principles.
  • Available to members and non-members.

Continue on your path of excellence. Contact us today by filling out the form on the right, or e-mailing us at certification@ethics.org

LPEC Certification is governed by the board of the Ethics & Compliance Certification Institute (ECCI), the certification arm of ECI.

Contact Us Today and Become LPEC Certified

VIEW DETAILED OUTLINE OF THE E2C COURSE WORK

Session 1 – Introduction (90 minutes)

  • Logistics
  • Organization of the content
    • Course overview
  • Introduction to ECI’s five principles of High Quality E&C Programs (HQP)
    • Understanding HQP’s link to the FSG and OCED and ISO standards
    • Applying the five HQP Principles1. E&C is central to business strategy – ability to make a business case utilizing the supporting objectives.2. E&C risks are identified, owned, managed and mitigated – understanding the tools and activities necessary to compete for executive and board attention3. Leaders at all levels across the organization build and sustain a culture of integrity – understanding, engaging and presenting the power of culture utilizing the C-suite, executives and managers.4. The organization encourages, protects and values the reporting of concerns and suspected wrongdoing – alignment of tone and policy; training and leveraging middle managers, developing consideration for all stakeholders (including third-parties) of the organization.5. The organization takes action and holds itself accountable when wrongdoing occurs – how to report, define, investigate, resolve and contain misconduct.
  • Discuss the Fundamental elements of an ethics and compliance program
    • How do I lead and interact and with these elements?
    • How do I evaluate the efficacy of my elements?
      • Benchmarking
      • KPI
      • Analysis
  • Communicating E&C’s value and promoting operational performance

HR, Legal, Privacy, Audit, Sales & Marketing, Procurement, Corporate Responsibility, Government Affairs, Finance & Accounting, Information Security / IT, Investor Relations, Line Management, Senior Management, Board of Directors

  • Impact of Effective E&C Programs (ECI Research)
  • Value of Effective CECO to Business
  • Scope of an effective CECO’s role & areas outside of E&C that are important to know about
  • Challenge of Building & Sustaining an HQP
  • Effective Leadership
    • Qualities of good leaders
    • Defining the role of the CECO (ECI Research findings)

Session 2 – Strategic E&C (60 minutes)

  • Overview of HQP Principle 1:E&C as central to business strategy

The Role of the Chief Ethics & Compliance Officer

  • Defining the organization’s compliance vision and strategy
  • Assessing a Code of Conduct
    • Developing consistency with the letter and spirit of law, organization’s core values, and universal ethical principles
    • Relevance to employees’ jobs
    • Clarity about what employees should do in specific situations
    • Readability and cultural-appropriateness
  • Relationship between Ethics & Compliance and function that manages policies
    • Which policies are “owned” by E&C?
    • Which policies apply only to employees and which apply to everyone (e.g., contractors, agents)?
    • Readability and cultural-appropriateness
  • Assisting senior management in its oversight of the organization’s compliance program
  • Monitoring and evaluating the proper functioning and effectiveness of the compliance program
  • Understanding business strategy
    • Positioning E&C inside the mind of the C-Suite
    • Connecting E&C to the business
    • Strategic Planning
    • Key business documents & C-suite activities every CECO should pay attention to
  • Establishing and Maintaining Critical CECO Internal Relationships
    • The CECO’s relationships to peer functions within the organization
    • The CECO’s relationships with the business units & divisions
    • The CECO’s relationship with business staff: sales, development, R&D, etc.
    • The CECO’s relationship with the governing bodies (C-Suite, board)

Session 3 – Identifying & Mitigating Risk

  • Overview of HQP Principle 2: E&C risks are identified, owned, managed and mitigated
  • Components and tactical understanding of the ERM process
    • Understanding the basic elements of ERM programs
    • Assessing risk and developing a repeatable process to establish risk levels
    • Identifying, analyzing and prioritizing risks
    • Defining the necessary countermeasures to mitigate risk
    • Understanding the cost/benefit analysis of countermeasures
    • Devising a governance structure for oversight – with responsibility for escalation
    • Review of information systems to support decisions, monitoring and communication
    • Understanding how an organization’s culture affects its risk profile
  • Understanding the factors that affect risk
    • Industry dynamics
    • Business structure
    • Size of the business in $$
    • Size of the business in EE
    • Products and services
    • Geographies served/Location of the operations
    • Size of the third-party or external stakeholder network
    • Controls already in place and mitigation history
    • Mission, vision, and values (espoused and lived)
  • Risk taxonomy of Key Indicators
    • KRIs (Key Risk Indicators)
    • KPIs (Key Performance Indicators)
    • KCI (Key Control Indicators)
    • BEICFs (Business Environment (BE) and Internal Control Factors (ICF))
  • Aligning to business activities and conditions, how to:
    • Determining whether any additional E&C communications (training or other) should be targeted systemically or by operating group on any given topic
    • Developing/enhancing E&C audit protocols, monitoring tools and other approaches to “checking” on both an enterprise-wide, local “level” and with “third-parties”
    • Identifying E&C risks and if additional controls are warranted
    • Establishing additional E&C oversight/reporting responsibilities for high-risk areas
    • Assessing whether incentives in any part of the Company pose an undue risk from a E&C perspective
    • Importance of metrics for measuring the effectiveness of E&C efforts
    • Identifying cultural or geographic E&C risks
    • Reporting program review and oversight to the Board
  • Understanding and utilization of the tools and methodologies for understanding ERM results
    • Radar Map
    • Heat Map
    • Risk Ranking
    • Venn Diagram

Session 4 – Leadership & Culture

  • Overview of HQP Principle 3:Leaders at all levels across the organization build and sustain a culture of integrity
  • Understanding Culture
    • Impact on employee behavior
    • Why the view is rosier at the top (ECI research)
    • Drivers of culture (ECI research)
    • Enforcement attitudes about the role of culture
  • Getting buy-in on the importance of culture
    • Ethical leadership in setting tone (ECI’s research)
    • Connecting and evangelizing E&C to business leaders
    • Performance metrics for leaders (ECI ERAs)
  • Strong cultures have two primary drivers:how do you develop them
  • Exploring what and how organizations find themselves in serious ethics and compliance trouble
  • Creating and Measuring Culture:
    • Communications
    • Tone at the Top
    • “Mood in the Middle”
    • Recruiting
    • Socialization and Training
    • Global Considerations
    • Third Parties (Vendor, Supplier, Agent)
    • Maintaining an Evolving Culture
    • Appraisal, Discipline and Reward Systems
  • Utilizing measurement tools and math

Session 5 – Encouraging Reporting

  • Overview of HQP Principle 4:The organization encourages, protects and values the reporting of concerns and suspected wrongdoing
  • Understanding Retaliation
    • Top 10 Forms of Retaliation (Perceived by Reporters of Misconduct)
    • NBES Research on Retaliation
  • 7 Keys to Open and Non-Retaliatory Environments
    • Developing clear and effective code standards
    • Fostering a culture that values communication and admitting mistakes
    • Creating and advertising multiple communication channel
  • Understanding how and where incidents are reported
    EE Reporting, Direct manager or another member of management, Ethics and Compliance Office (or Ombudsman), Local/Regional designates, Functional department (e.g., Finance, HR, Legal), Audit, Helpline/Hotline, Board Audit or Compliance Committee, Real time/near time Observation, Technology
  • Developing a consistent, repeatable review, triage and follow-up process for all reports and inquiries
  • Despite the SOX emphasis, most reports or allegations of misconduct go to managers
    • Training managers to understand the how and why of report intake
    • Best Practice Incident Helpline Reporting Flow Chart
    • Training managers to understand reporting triage steps
    • Training employees and other stakeholders how, what and where to communicate their feedback and concerns
  • Reasons for considering an outsourced helpline/hotline
    • Tracking Internal Reporting and Helpline/Hotline Metrics
    • Using internal reporting data to evaluate many areas of E&C programs and culture
    • Defining Reporting KPI and Metrics
  • Implementing a problem focused investigation process

Session 6 – Accountability & Continuous Improvement

  • Overview of Principle 5: The organization takes action and holds itself accountable when wrongdoing occurs
  • Interpreting the importance of accountability
    • Views about accountability by level (ECI research)
    • Procedural justice
    • Communicating disciplinary actions
  • Internal Investigations — How E&C Leaders control, execute and manage investigations of misconduct
    • How/when to bring in 3rd parties
  • Applying root cause analysis to understand what led to misconduct and prevent recurrence
  • Protecting whistleblowers and others participating in the investigation of misconduct from retaliation
  • Developing continuous program improvement
    • Reasons to evaluate program elements
    • Measuring the effectiveness of program activities
    • Providing evidence that the program is working and improving
      • Benchmarking – internal, nationwide surveys, industry data
      • Using Employee Surveys
      • Assessing compliance with policies and the law
      • Adjusting to changing economic and regulatory environment
      • Identifying training needs
    • E&C Standards used to Evaluate Programs
      • Steps for Effective Measurement (ECI Research)
      • Growing recognition of culture as a measure of program effectiveness
      • Using ROI as a measure for E&C function