LPEC UPDATED SET ANSWERS AND QUESTIONS SET
A+
✔✔Defining Level - ✔✔Established program but not widely embraced by organization
Program is expanding to include 'ethics'
✔✔Adapting - ✔✔E&C is starting to be embedded
✔✔Managing - ✔✔Leaders demonstrate ethics actions
Em'ees comfortable raising issues w/out fear of retaliation
Organization take accountability for robust investigations
✔✔Optimizing Level - ✔✔Majority of practices are embedded in org across all principles
Org shares knowledge externally
Focus on integrity
✔✔What causes program regression - ✔✔Change of leadership & focus
Reduction in staff & resources
Failure to have continuous improvement
Complacency
✔✔How the Chief Compliance Officer adds value - ✔✔Articulates vision & strategy
Supports leadership decision-making
Monitors program effectiveness
Demonstrates commitment to integrity
Mitigates sanctions & risks
✔✔VUCA - ✔✔CECOs must be agile at all times especially when business operations
are faced with volatility, uncertainty, complexity and ambiguity (VUCA)
✔✔Positional Power - ✔✔Comes from the role itself
✔✔Advisory Power - ✔✔Earned by helping others solve problems or seize opportunities
, ✔✔Energizing Interactions - ✔✔Align with purpose, vision and possibility
Make people feel included and valued
Generate engagement
Foster progress and flexibility
✔✔How to monitor the environment as CECO - ✔✔Organizational culture, climate and
conduct
Business, industry and regulatory context
Peer network in and out of ethics
✔✔Evaluate the efficacy of these operational activities with: - ✔✔●Benchmarking
●KPIs
●Analysis
✔✔Of the elements of HQPʼs that are identified in the Blue Ribbon Panel report, some
are more effective and impactful than others in shaping employee behaviors and
outcomes. - ✔✔●Expecting employees to consider E&C standards and values when
making business decisions yields 27 times the impact on favorable outcomes
●Presence of E&C training, though foundational to an ethics and compliance program,
yields only 2 times the impact on favorable outcome
✔✔How to evaluate effectiveness of operational activities - ✔✔Benchmarking
KPIs
Analysis
✔✔Character of an effective CODE - ✔✔1. Reinforced through code-related training
and comms
2. Includes supportive content
3. Digestible format
4. Country-specific translation and accessibility
✔✔Measuring Code use and impact - ✔✔Frequency of user access
Relevance to user challenges
Platform preference across regions
✔✔ Q: What is the US Foreign Corrupt Practices Act (FCPA) of 1977? - ✔✔A: The
FCPA prohibits companies from bribing foreign officials to obtain or retain business and
requires companies to maintain adequate books, records, and internal controls to
prevent unlawful payments.
✔✔Q: What was the Blue Ribbon Packard Commission (1986)? - ✔✔A: It was a report
with recommendations for defense management and organization, including acquisition
procedures and government-industry accountability.
A+
✔✔Defining Level - ✔✔Established program but not widely embraced by organization
Program is expanding to include 'ethics'
✔✔Adapting - ✔✔E&C is starting to be embedded
✔✔Managing - ✔✔Leaders demonstrate ethics actions
Em'ees comfortable raising issues w/out fear of retaliation
Organization take accountability for robust investigations
✔✔Optimizing Level - ✔✔Majority of practices are embedded in org across all principles
Org shares knowledge externally
Focus on integrity
✔✔What causes program regression - ✔✔Change of leadership & focus
Reduction in staff & resources
Failure to have continuous improvement
Complacency
✔✔How the Chief Compliance Officer adds value - ✔✔Articulates vision & strategy
Supports leadership decision-making
Monitors program effectiveness
Demonstrates commitment to integrity
Mitigates sanctions & risks
✔✔VUCA - ✔✔CECOs must be agile at all times especially when business operations
are faced with volatility, uncertainty, complexity and ambiguity (VUCA)
✔✔Positional Power - ✔✔Comes from the role itself
✔✔Advisory Power - ✔✔Earned by helping others solve problems or seize opportunities
, ✔✔Energizing Interactions - ✔✔Align with purpose, vision and possibility
Make people feel included and valued
Generate engagement
Foster progress and flexibility
✔✔How to monitor the environment as CECO - ✔✔Organizational culture, climate and
conduct
Business, industry and regulatory context
Peer network in and out of ethics
✔✔Evaluate the efficacy of these operational activities with: - ✔✔●Benchmarking
●KPIs
●Analysis
✔✔Of the elements of HQPʼs that are identified in the Blue Ribbon Panel report, some
are more effective and impactful than others in shaping employee behaviors and
outcomes. - ✔✔●Expecting employees to consider E&C standards and values when
making business decisions yields 27 times the impact on favorable outcomes
●Presence of E&C training, though foundational to an ethics and compliance program,
yields only 2 times the impact on favorable outcome
✔✔How to evaluate effectiveness of operational activities - ✔✔Benchmarking
KPIs
Analysis
✔✔Character of an effective CODE - ✔✔1. Reinforced through code-related training
and comms
2. Includes supportive content
3. Digestible format
4. Country-specific translation and accessibility
✔✔Measuring Code use and impact - ✔✔Frequency of user access
Relevance to user challenges
Platform preference across regions
✔✔ Q: What is the US Foreign Corrupt Practices Act (FCPA) of 1977? - ✔✔A: The
FCPA prohibits companies from bribing foreign officials to obtain or retain business and
requires companies to maintain adequate books, records, and internal controls to
prevent unlawful payments.
✔✔Q: What was the Blue Ribbon Packard Commission (1986)? - ✔✔A: It was a report
with recommendations for defense management and organization, including acquisition
procedures and government-industry accountability.
