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Developing the capability of our Controls, Compliance and Ethics (CC&E) Managers

Case study

In a high-performing business, people must deliver results. At Diageo, where we demand a culture of integrity at all times, we're aware of the pressures that can come when a particular market or function is being asked to do better.

Our Controls, Compliance and Ethics (CC&E) Managers play an important role in ensuring that the core aspects of our CC&E agenda aren’t compromised when there is extra pressure on people to deliver results.

We have defined the functional capability standards we expect from our CC&E community. To help them meet these, in June 2014 we introduced a series of six-hour virtual workshops designed to bring CC&E managers together and develop their capability so they can support their general managers in the delivery of the risk, controls and compliance agenda in their markets.

Using technology that enables us to have interactive, engaging sessions, with video, and virtual break out groups, CC&E leads and team members from our 21 markets are joined by colleagues including market general managers, internal policy subject matter experts, and senior leaders to develop the CC&E function and its performance through practical examples and sharing best practice.

Over 1,000 hours were invested in capability building of our CC&E community in 2014-15, and so far we've seen an improved ability to prioritise, intervene, support, generate insights and provide quality information. And we won't stop there – we're running the sessions three times a year so Diageo's culture of integrity keeps building every day, everywhere.

Pole with ethics, respect, integrity and honesty on it