As dry as crispbread or like the salt in the soup?
Buzzwords like GDPR, Supply Chain Due Diligence Act, ESG, or CSRD – they almost sound like a hip-hop crew, but they are legal frameworks that keep companies busier than ever before. What was met with a shrug yesterday could be a front-page scandal tomorrow.
But if we only look at the legal side of things, we miss what’s truly exciting: Compliance is more than just paragraphs and processes. It’s about attitude, values, and culture. And that’s precisely the difference between “We just follow the rules” and “We do this because it’s the right thing to do.” Welcome to the world of compliance culture.
What does a compliance culture really mean?
ISO 37301 soberly describes it as “values, ethical principles and behaviors that interact with structures and controls to promote compliant conduct.” It sounds solid – but also as dry as crispbread without toppings.
In practice, a compliance culture is a lived conviction. It manifests itself in how decisions are made – in the boardroom as well as at the coffee machine. It’s about employees understanding why certain rules exist and adhering to those rules out of conviction, not because the legal department is threatening them, but because it’s part of their own values.
And no, a compliance culture cannot be imposed through PowerPoint presentations. It has to grow – through role models, clear communication, and collective practice.
Why companies need a strong compliance culture
A well-developed compliance culture is not a “nice-to-have.” It is a competitive advantage – and sometimes even a lifesaver for a company’s reputation.
- Risk minimization: Those who adhere to the rules not only reduce legal risks but also potential negative headlines.
- Trust: Customers, partners, and investors know that things are done properly here. Employees know that they work for a company that keeps its promises.
- Competitive advantage: Ethical conduct is a selling point today. Companies that credibly stand for their values attract people and markets.
- Efficiency: Clear processes mean less firefighting, less uncertainty – and more time for what really matters.
The building blocks of a functioning compliance culture
Tone from the Top
Leaders must exemplify what they expect. If the board takes the issue seriously, the workforce will too.
Clear communication
Rules explained in understandable language and through the right channels. No endless PDF attachments in legal jargon that gather dust in your inbox.
Practical training courses
Case studies from real-life work situations instead of theoretical scenarios. Those who understand the “why” will find it easier to implement the “how”.
Controls and feedback
Audits, whistleblower systems, and the willingness to act on tips. Compliance thrives on ensuring that problems are not swept under the rug.
„Culture is what remains when no one is watching – and that’s precisely when you find out whether it’s any good.“
loosely based on Peter Drucker (1909-2005, American economist of Austrian origin)
How to get a compliance culture off the ground
Let’s start with the basics: clear guidelines based on applicable law and simultaneously reflecting the company’s values. Then:Workshops instead of just e-learning courses when it comes to putting values into practice.
- Workshops instead of just e-learning courses when it comes to putting values into practice.
- Promote openness: Those who point out shortcomings should receive appreciation, not anger.
- View mistakes as learning opportunities – that’s how trust is built.
And: Communication must take place continuously, not just once a year during mandatory training.
The most common pitfalls – and how to avoid them
| Challenge | Solution |
|---|---|
| “That’s just bureaucracy.” | Praxisbeispiele zeigen, die wirklich etwas mit dem APractical examples that are truly relevant to everyday work life |
| „We don’t have a budget.“ | Use efficient formats and make it clear what violations can cost – both financially and in terms of reputation |
| “I didn’t even know that…” | Regular, easy-to-understand training sessions – not only on the legal text, but also on the positive effects of a strong culture. |
Conclusion: Compliance culture is not a project – it is a process
A strong compliance culture doesn’t develop overnight. But when companies clearly define their values, consistently exemplify them, and openly communicate expectations, rules transform into ingrained behavior.
The result: fewer risks, greater trust – and a company that is not only compliant with the law, but also credible and attractive to everyone who interacts with it.
And yes: compliance can even be enjoyable. Not like pizza, perhaps. But maybe like that moment when you realize, “Hey, everyone here is truly working together.”
© Your Julia Bach
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You might also be interested in the following posts:
Establishing a Compliance Management System
- What exactly is this thing called compliance…?
- Speak up – What do I do if my gut feeling tells me that something is wrong?
- Unpleasant, but true: Without training, every guideline is worthless
Developing Compliance Officers and Responsibles
- Role Clarity: Caught between two stools? Why role clarity is more than just a feeling
- Clear Language: Clear and understandable instead of convoluted – The Feynman technique in communication
- Storytelling: Storytelling in compliance communication
- Unconscious Biases: More Pippi Longstocking in my head
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