Compliance control

The painCompliance is seen as a topic only for large companies, so the entrepreneur fails to build internal rules and learns about risks only after a conflict, an inspection or a loss of money.

• What compliance is, explained in simple terms for an entrepreneur;
• Why a business needs internal rules, controls and accountability;
• Legal, tax, financial, HR and reputational risks;
• The link between compliance and managerial security;
• The role of the owner and managers in the control system.

The resultThe participant understands that compliance is not bureaucracy but a system for early risk detection and for protecting the owner, the team, the money and the business reputation.

The painThe company signs contracts with counterparties without adequate due diligence and then faces sham transactions, tax discrepancies, sanctions-related and reputational risks.

• KYC/KYB (Know Your Customer / Know Your Business): the basic logic of checking a client and a counterparty;
• Beneficial owners, authority of signatories, registration data, company history;
• Red flags in a counterparty's documents and behaviour;
• Risks of sham entrepreneurship, fictitious transactions and suspicious operations;
• A due diligence checklist to run before signing a contract.

The resultThe participant understands how to run a basic counterparty check and to spot risk indicators before entering into a transaction, making a payment or recording the operation in the books.

The painDocuments, contracts and payments exist in isolation from one another, which makes it hard to prove that a transaction was genuine, to allocate responsibility and to protect the company in a dispute or an inspection.

• Contract control: subject matter, price, deadlines, liability, annexes;
• Primary documents and confirmation that the operation was genuine;
• Authority of signatories, powers of attorney and internal limits;
• The link between the contract, the invoice, the payment, the acceptance act, the waybill and the accounting records;
• Financial limits, approvals and prevention of unauthorised expenditures.

The resultThe participant understands how to build the chain contract - documents - money - accounting so that operations are confirmed, controllable and protected.

The painThe company has no clear rules on conduct, approvals, gifts, procurement, data access and conflicts of interest, so decisions depend on individual people rather than on a system.

• A code of business conduct and internal policies;
• Conflicts of interest: how to identify and document them;
• Rules on procurement, gifts, hospitality expenses and approvals;
• Access to information, trade secrets and personal data;
• Accountability of employees and managers for breaching the rules.

The resultThe participant understands which internal rules a business needs to reduce dependence on the human factor and to embed accountability within the team.

The painEven when the risks are known, they stay in the owner's head and never turn into a control map, checklists, regulations and a regular management routine.

• A map of the company's compliance risks;
• A responsibility matrix: who checks, who approves, who controls;
• Checklists for counterparties, contracts, payments and documents;
• A plan for rolling out compliance control without overloading the team;
• Review of practical cases and the homework assignment.

The resultThe participant builds a practical compliance-control map for their own business and understands how to introduce control points without unnecessary bureaucracy.