RECOGNISE AND ACKNOWLEDGE VULNERABILITIES
STEP 3
If a role falls within one or more vulnerable work areas, it is important to identify which circumstances could lead to an increased risk of an integrity violation. These circumstances are also known as ‘red flags’ – factors that increase the vulnerability of a role.
Vulnerabilities can be both organisational and individual in nature. Employees who spend more than they earn and are subject to an attachment of earnings (an individual vulnerability) will consider – and, in extreme cases, may seize – every opportunity to escape their difficult financial situation. This means that undesirable options, such as committing fraud or being open to corruption, may no longer be ruled out.
The way in which work is organised also has a direct influence on employees’ integrity. In particular, employees involved in vulnerable processes – for example, processes involving sensitive data or money – or employees in positions of power should know exactly what tasks they are required to perform and/or what responsibilities and powers they have in that role. Vagueness and lack of clarity can give employees considerable freedom to act without clear boundaries (an organisational vulnerability).
Some examples of possible vulnerabilities, both organisational and individual, are provided below. A more extensive list can be found in the appendix
| Vulnerabilities | |
| Complexity | Complex legal or tax structures, opaque production chain |
| Change/dynamics | Strong growth or contraction, crisis situations |
| Management | Management attitude and role-model behaviour, tone at the top |
| Employee personality traits and situation | Gambling addiction or other addiction, feeling unfairly treated |
| History of issues | Work backlog, integrity incidents, ‘poor’ culture |
| Role name | Sales representative | ||
| Tasks | transporting goods or people, managing a vehicle, sometimes contact with customers or suppliers | ||
| Work area | Situation | Possible risk | Vulnerabilities |
| Contact with third parties | Employee is responsible for contact with and onboarding of new customers | Employee accepts a dishonest customer as a result of manipulation | Financial bonus per referred customer |
Explanation
In the case of the representative, several vulnerabilities can be identified that could prompt them to ignore the acceptance policy. While the representative would not normally give in to demands from potential customers, for example, they might do so if there is a remuneration policy that includes incentives. For example, a financial bonus for each customer the representative introduces. This type of remuneration policy is an example of an organisational vulnerability. Also personal vulnerabilities can be identified. This can include a vulnerability in the representative’s personality. People who value power and status might be more vulnerable in this regard than those who do not.