Roschier Investigations Forum (RIF) 2024 – The key takeaways

Insights|November 19, 2024

The second Roschier Investigations Forum (RIF) was held in Stockholm last week. Investigating misconduct is challenging and at times lonesome due to its delicate nature, making it extra important to find platforms to exchange knowledge and learn from collective experiences. This year’s RIF focused on the challenges in discovering, investigating and preventing threats from within the organization, whether caused by outside interests or not and how to learn from those experiences going forward – using the strength from within.

The event began with an introduction by Jenny Welander Wadström and a keynote by Pontus Selderman (Senior Vice President, Ethics and Compliance, Stora Enso) followed by an interview with Axel Gordh Humlesjö, author of Honungsfällan, by Emma Johansson. Further, two dynamic panel discussions, moderated by Laila Sivonen, Elin Osbeck, Björn Johansson Heigis and Carl Persson, were held with leading professionals, bringing different experiences and perspectives to the table, discussing how to discover a serious compliance breach, communicating with media and all in between.

We would like to thank our eminent panelists Michael Målqvist (Senior Legal Counsellor Payment Law, Swedish Financial Supervisory), Tobias Kvarnung (Compliance Investigation Manager and Group Security Coordinator, Stora Enso), Kristina Gabruseva (Head of Investigation Office, Scania), Stephanie Leisnert (General Counsel, EVP Legal and Compliance, Polarium), Viveka Hirdman–Ryrberg (Former Head of Sustainability and Communications, Investor), Anders Börjesson (Group Compliance Counsel, Ericsson), Emelie Helling Gratton (Head Legal Counsel, TietoEVRY Banking) and Carina Malmgren Heander (Former Chief of Staff and Chief People Officer Scandinavian Airlines, Electrolux, Sandvik and ABB) for great discussions throughout the day.

The main takeaways from the discussions were:

1. Attaining and maintaining a resilient organization

In today’s business environment, it is essential to know your business, – its risks, employees, suppliers, and other business partners. Performing thorough security checks and combining our Scandinavian trust-based culture with a deeper awareness of the threats of today is crucial. Furthermore, screening on a routine basis must be combined with reflections as to why you screen a certain employee, supplier and business partner; what are the risks that the company must seek to avoid in this specific relationship, what does the geographical risks look like, etc.

Further, a management team with a long-term focus and a clear and strong ‘tone from the top’ are vital for attaining and maintaining a resilient company. To foster the right behaviors that are aligned with the company values within the organization, the compliance framework must be discussed internally with respect. Compliance training is beneficial, but it means nothing without a speak-up culture met by a listen-up culture. Companies must create a safe space where employees feel backed by the company and its values, with a management that is perceptive to raised concerns, and willing to “walk the talk”. Actions speak louder than words, so how the management makes decisions and acts during challenging times, truly sets a standard for the company culture.

2. Effective crisis management

Crisis presents the best opportunities for development. Effective crisis management requires cooperation and the provision of all necessary information to relevant departments and, ideally, all departments should cooperate and really understand the company’s values and what it means in practice in terms of behavior. How a company manages a crisis impacts trust, both internally and externally, and poor crisis management can damage the company for years to come – sometimes even more than the original crisis itself. Further, it is essential that the crisis, i.e., the issue and circumstances surrounding it, is implemented in the company memory. Since people move on very fast, they could leave the company exposed to potentially meeting the same issue in the future unless imprinted in the company’s “black bible”.

Post-investigation actions must be fair and consistent, which can be challenging in a global arena, as national legislation sets the boundaries for what actions can be taken. Transparency regarding what is known to the company at any given time and why the company acts the way it does is essential. To address problems and develop in the right direction, companies need to determine whether the issues are systematic and a bigger problem than the result of a singular “rotten apple”. Evaluating the company’s values, operations, and compliance framework and using crises as training examples are crucial steps going forward. Finally, the company must incentivize business conducted in line with the company values and guidelines. It should be clearly demonstrated what is considered good business behavior and positive feedback should be provided when business is conducted in this way (and vice versa, constructive feedback should be provided when business is conducted in a non-desirable way).

3. Navigating media and internal communication under pressure

Media pressure can be enormous. It’s important to act cool, take a step back, and work closely internally, for example between compliance, legal, communication, and management to take the right decisions in a crisis. Further, don’t forget to include the board in the dialogue, as the board plays an important role keeping the interests of the shareholders in mind. Further, the company should identify the most suitable individual to meet the media, and it’s not always the CEO. Furthermore, internal communication is key; transparency shows employees that they are seen and heard, encouraging dialogue within the organization. Collective shame risen from the crisis can, with the right communication and remedying tools, be transformed into a progressive mindset and, ultimately, a collective pride. And, finally, never forget to be prepared to externally meet what is internally communicated (and vice versa).

These principles, rooted in resilience, collaboration, and transparency, will help organizations navigate today’s complexities with confidence and come out stronger tomorrow.