1. Putting compliance at the heart of your processes
Jeni Howard - Scantec
Good Morning,
My name’s Jen and I’ve been asked to speak to you all today as I’ve taken an SME from no formal compliance to a point where everyone in our company wants to drive our compliance forward.
I work For Scantec, we are a 65 employee organization based in the North West of England, specializing in Technical & Engineering Recruitment. I’ve worked for distinctly different organization's in the past, from process led, uniform environments to commercial multi-nationals to smaller, more dynamic entrepreneurial environments.
Today, I’d really love to share my experiences with you. I’m certainly not here to teach you how to do compliance or to tell you how fantastically smooth our journey was. If anything I’m hear to share with you the pitfalls, the missed opportunities and the gaps that in hindsight can resemble gaping chasms!
When I was preparing to talk to you all today I had a chat with a colleague and she said to me “Just tell them why you love compliance!” I nodded seriously and started making notes while she giggled away at the improbability of anyone liking compliance.
It’s true though, I’ve come to understand through hard won experience that getting compliance right is the bedrock for everything you want to achieve, if it’s done well it’s the biggest value add in a business. And that’s why I love it.
I’ll cover lots of the How – tools and techniques to put compliance at the heart of everything we do – however I think it’s really important that I put into context the foundation that we needed in order for these tools to be effective – What we wanted to achieve and why.
So before we do get started I’d like to just clarify with you all what I mean when I’m saying compliance.
What does compliance look like in your company?
Likely it’s going to be somewhat different depending on the size of your organisation, your structure, the markets in which you operate and the definition of ‘what good looks like’ for your particular company.
So appreciating that, I want to be specific about what compliance means for me and Scantec. We encompass everything from data integrity, to process compliance, to legislative requirements to risk mitigation. It’s a very, very broad function – which is pitfall number 1!

2. Clarify why … the ‘why’ drives the ‘how’.
A small group value compliance, but that doesn’t translate into action for the whole business .
Communicate the expectations of all stakeholders … yes, even the board!
Keeping the responsibility of compliance to the ‘compliance team’, not gaining influencers .
Consistently remind yourself and others of the priorities – this will hold you to account on the work you say “yes / no” to.
Not preparing your management team for what’s lurking in the shadows.
Your compliance team are the salt & pepper … your people are the main meal!
Not appreciating the fear that may be linked to the compliance issues … and the resistance this can create!
Consistently action …. Again, and again, and again – and don’t move on till it’s right .

3. Quality
System
Your
Business
Progress
Time

4. Clarify why … the ‘why’ drives the ‘how’.
A small group value compliance, but that doesn’t translate into action for the whole business .
Communicate the expectations of all stakeholders … yes, even the board!
Consistently remind yourself and others of the priorities – this will hold you to account on the work you say “yes / no” to.
Keeping the responsibility of compliance to the ‘compliance team’, not gaining influencers .
Not preparing your management team for what’s lurking in the shadows.
Your compliance team are the salt & pepper … your people are the main meal!
Not appreciating the fear that may be linked to the compliance issues … and the resistance this can create!
Consistently action …. Again, and again, and again – and don’t move on till it’s right .
Designing a drill – forgetting the hole
“Just do it … it’s mandatory!”
(…It will be hard, but…) Don’t shift any responsibility until they feel they own compliance too
Not linking the commercial value to the improvements
Benchmark … measure … communicate ... celebrate
Make it scalable

5. Clarify why … the ‘why’ drives the ‘how’.
A small group value compliance, but that doesn’t translate into action for the whole business .
Communicate the expectations of all stakeholders … yes, even the board!
Consistently remind yourself and others of the priorities – this will hold you to account on the work you say “yes / no” to.
Keeping the responsibility of compliance to the ‘compliance team’, not gaining influencers .
Not preparing your management team for what’s lurking in the shadows.
Your compliance team are the salt & pepper … your people are the main meal!
Not appreciating the fear that may be linked to the compliance issues … and the resistance this can create!
Consistently action …. Again, and again, and again – and don’t move on till it’s right .
Designing a drill – forgetting the hole
“Just do it … it’s mandatory!”
(…It will be hard, but…) Don’t shift any responsibility until they feel they own compliance too
Not linking the commercial value to the improvements
Benchmark … measure … communicate ... celebrate
Make it scalable