Integrity Project
Based upon the above principle we have recently launched an integrity project at the Corus IJmuiden Power Unit. Since October 1999 Corus exists in its current form and is a merger of Koninklijke Hoogovens [Dutch Steel] and British Steel. One of the largest steel groups with more than 60,000 employees worldwide. Since October 1999: one company, one view and one name.
Approximately 10,000 employees work at the huge location in IJmuiden. Many company units and employees are involved in the realization of the objective of Corus: the manufacture and distribution of steel products, and all technological innovative developments accompanying these processes.
Power Unit
One of the vital company units is the Power Unit. Without power no steel production! As is applicable to all company processes also here goes that in addition to all technology it are the employees of the Power Unit who eventually determine the result.
Standards and values
Those employees each individually determine the image of Corus. If it is all right, they act in accordance with the standards and values Corus aims at and they all contribute to the image of Corus.
Incorruptible conduct
Following a number of incidents in which integrity was at stake, the company decided to start a pilot project together with us in order to arrive at an answer about the following questions: How do we get insight into integrity risks and risks related to this, which tools do we have to extend to the employees in order that they are sufficiently equipped to prevent repetition and how can we limit the consequences of corruptible conduct as much as possible.
Support
On the integrity path it is essential to gain support in the organization. Each wonderful plan is doomed to failure if employees do not see what is the 'profit' for them. We have recently started a work group in which employees of various levels of the Corus Power Unit are represented. As a result of this approach even during the first meeting the profit of the integrity path manifested itself. The discussion about standards and values, what we do and what we, on purpose, don't do, also here turned out to be very useful and above all most clarifying.
Leitmotif: debatable
Throughout the whole project this will appear to be the leitmotif. Make integrity risks visible in all work processes and make them debatable. We are hardly used to this kind of approach any more in our society and therefore neither within the company walls. Subsequently you can make agreements together. Stressing the word 'together'. The risk that employees will try to circumvent the rules, in which they succeed only too often, is then lower. If you formulate the rules together employees appear sooner willing to act in accordance with the agreements made.
Draw a line
Once the rules and procedures have been formulated you can subsequently call the employees to account for their corruptible conduct and they might prove useful in all kinds of legal matters.
Integrity within the organization
Employees who act with integrity; that is the desirable situation we aim at within the Corus Power Unit. The chain is as strong as its weakest link. What we want is an incorruptible organization with the image: 'That is how we work within the Corus IJmuiden Power Unit'.
Approximately 10,000 employees work at the huge location in IJmuiden. Many company units and employees are involved in the realization of the objective of Corus: the manufacture and distribution of steel products, and all technological innovative developments accompanying these processes.
Power Unit
One of the vital company units is the Power Unit. Without power no steel production! As is applicable to all company processes also here goes that in addition to all technology it are the employees of the Power Unit who eventually determine the result.
Standards and values
Those employees each individually determine the image of Corus. If it is all right, they act in accordance with the standards and values Corus aims at and they all contribute to the image of Corus.
Incorruptible conduct
Following a number of incidents in which integrity was at stake, the company decided to start a pilot project together with us in order to arrive at an answer about the following questions: How do we get insight into integrity risks and risks related to this, which tools do we have to extend to the employees in order that they are sufficiently equipped to prevent repetition and how can we limit the consequences of corruptible conduct as much as possible.
Support
On the integrity path it is essential to gain support in the organization. Each wonderful plan is doomed to failure if employees do not see what is the 'profit' for them. We have recently started a work group in which employees of various levels of the Corus Power Unit are represented. As a result of this approach even during the first meeting the profit of the integrity path manifested itself. The discussion about standards and values, what we do and what we, on purpose, don't do, also here turned out to be very useful and above all most clarifying.
Leitmotif: debatable
Throughout the whole project this will appear to be the leitmotif. Make integrity risks visible in all work processes and make them debatable. We are hardly used to this kind of approach any more in our society and therefore neither within the company walls. Subsequently you can make agreements together. Stressing the word 'together'. The risk that employees will try to circumvent the rules, in which they succeed only too often, is then lower. If you formulate the rules together employees appear sooner willing to act in accordance with the agreements made.
Draw a line
Once the rules and procedures have been formulated you can subsequently call the employees to account for their corruptible conduct and they might prove useful in all kinds of legal matters.
Integrity within the organization
Employees who act with integrity; that is the desirable situation we aim at within the Corus Power Unit. The chain is as strong as its weakest link. What we want is an incorruptible organization with the image: 'That is how we work within the Corus IJmuiden Power Unit'.
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