- Chief Compliance Officer and VP of Legal Affairs, Arrow Electronics
By 
Aly McDevitt2023-06-23T18:33:00
Many organizations vow to be champions of diversity, equity, and inclusion (DEI). Yet, a public commitment to fight racism is only the first step up an Everest-like climb.
Beneath the physical and emotional labor of DEI initiatives, there is an unyielding demand for humility. Organizational leaders must be willing to reorient the corporate culture to adopt a learning posture and change the power structure. To white employees living in a white-dominant culture, that demand feels as comfortable as hugging a cactus.
And when major corporations like ride-hailing company Uber make headlines for bungling a DEI initiative, their cautionary tale frightens wary companies into stagnation. It feels safer to stand at the base of the climb than to scale it and tumble back down.
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The U.K.’s Financial Conduct Authority and Prudential Regulation Authority set out proposals to ensure firms treat nonfinancial misconduct, such as bullying, racist behavior, and sexual harassment, as strictly as other regulatory offenses.
The trickle-down effects of the Supreme Court’s decision overturning affirmative action in college admissions have already come to light. With legal attacks on diversity, equity, and inclusion efforts on the horizon, private employers should risk assess their programs.
Compliance Week’s inaugural Women in Compliance Summit featured two days dedicated to elevating attendees and addressing some of the unique challenges women face in the profession.
Companies spend huge sums on audit, risk management, and compliance to alert them about potential legal issues before they escalate into serious corporate governance failings. There’s only one problem, however–they often misread their own early warning signs or ignore them altogether.
Company training has always been equal parts important and annoying. But a recent inquest found some eLearning courses fail to warn companies when employees struggle through education and testing. For 13-year-old Hannah Jacobs, the consequences ended with her death.
Norfolk Southern Corp., the railroad still cleaning up the environmental and financial damages caused when one of its trains derailed in a small Ohio town, has fired its top executive and chief legal officer after concluding they had an affair that violated company policies.
