Jagriti Dec 2015-Jan 2016

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Transcript of Jagriti Dec 2015-Jan 2016

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    Volume 8 DEC 2015/JAN 2016

    From the Desk of Chief Editor

    Dear Readers,

    Jagriti wishes all its readers a Very Happy & Prosperous New Year.

    We are virtually living in glass houses. We are living a highly interconnected world. Most of the

    transactions that we do can be tracked as they being done over the internet. In the e jungle that we

    live in, there are many dangers like viruses, hackers, fraudsters etc. Every now and then we hear of

    some of our colleagues losing money to on line fraudsters. We need to equip ourselves to be able

    handle these threats both at the personal level and also at the company level. A Vigilance Awareness

    Program was done in Dec 2015 at BG CX for 8 days covering around 360 senior executives in which

    the risks associated with living the e jungle and also the various mitigation measures were touched

    upon.

    Taking the glass house analogy further, even Corporate are under constant scrutiny by various stake

    holders. PSUs being model organizations are expected to be epitomes of Transparency and Fairness

    in all their acts. Vigilance is one of the wings in PSUs that can be used effectively by the

    Managements to improve Transparency and Fairness in the companys business processes. In this

    issue, we have brought out an article on Vigilance as a Management Concept.

    The theme for this years Vigilance Awareness week was Preventive Vigilance as a Tool of Good

    Governance. Corporate Vigilance has released Corruption Risk Management Policy. This is

    intended to encourage Units / SBUs to identify the corruption prone areas and plan for mitigation of

    the corruption risks through appropriate preventive actions. Though the Policy was issued 18

    months back, no significant action has been taken by the Units / SBUs.

    There has been an overwhelming response to CPPP program. As of now, the count of employees

    who have completed CPPP certification is 1280 and 151 employees have completed CPCM

    certification.

    Corporate Vigilance has initiated steps for getting ISO 9001 2015 Certification for Vigilance. We

    expect to be certified in the next few months.

    We look forward to your suggestions to improve the journal. Articles on Vigilance related subjects

    are welcome.

    Yours Sincerely,

    S.Mohanraj,S.Mohanraj,S.Mohanraj,S.Mohanraj, AGM(Vig)/CO & AGM(Vig)/CO & AGM(Vig)/CO & AGM(Vig)/CO & Chief Editor, JAGRITI MagazineChief Editor, JAGRITI MagazineChief Editor, JAGRITI MagazineChief Editor, JAGRITI Magazine

    JAGRITI VIGILANCE NEWSLETTER

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    VIGILANCE AS A MANAGEMENT CONCEPT

    Vigilance is an inalienable and integral part of the management function and all

    executives are ipso-facto Vigilance Officers also. In-house vigilance is an essential

    management tool to safeguard the organization from erosion of the organizational

    resources and goodwill.

    The following concepts therefore must be well understood :

    Organization exists for achievement of goals (long term aims) and objectives

    (short term steps towards the goals).

    Management strives to maximize productivity with minimum utilization of

    resources.

    Success of a business organization is generally measured by generation of profits

    or customer satisfaction.

    In respect of public sector undertakings, in addition to profits, achievement of

    social and public goals are taken into consideration for measuring success.

    Image of an organization depends on public perception of its utility to the society

    and not by its balance sheet.

    Public expectations have three components substantive, psychological and

    services delivery systems.

    Dishonesty among employees results in wastage of resources. These employees

    generate public discontentment by preventing achievement of substantive

    components by defective / improper services delivery system.

    Vigilance is an important tool to increase productivity and profitability by

    plugging the seepage in resources.

    Vigilance thus acts as a profit generating centre for the enterprise.

    Vigilance consists of proactive and reactive roles.

    Proactive role consists of preventive vigilance, surveillance and detection.

    Reactive role consists of punitive vigilance.

    Corruption includes all known deviations from standards of integrity and

    impartial exercise of discretion. It includes all forms of misconduct such as

    misappropriation, nepotism, improper use of discretion and conduct unbecoming

    of a public servant.

    Vigilance aims to prevent corruption from flourishing in an organization and

    when located, in eliminating it.

    Action Plan for preventive vigilance at the executive level

    An action plan for preventive vigilance should comprise of:

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    a. Simplification of rules and procedures to cut down delays, de-regulation

    wherever possible to reduce the points of corruption and harassment to the

    public.

    b. Reducing the areas of discretion and patronage, particularly at lower levels.

    c. Screening of posting of officials in sensitive posts.

    d. Periodical rotation of staff in sensitive posts.

    e. Meaningful scrutiny of Assets and Liability statements.

    f. Introduction of public information and assistance counters in departments and

    places having public dealings.

    g. Systematic as well as surprise inspections by senior officers and

    h. Curbing outside influence in administration and personnel management.

    Though as stated earlier, a general alert and awareness has been created, which in itself

    is quite encouraging, yet the results leave a lot to be desired. The salient reasons for this

    appear to be:

    i. Internal vigilance system has not been fully integrated with the overall

    management system of the undertakings. Unfortunately some sort of adversary

    relation has developed between the executive and internal vigilance.

    ii. Vigilance is sometimes regarded as a necessary evil. Sometimes efforts by

    vigilance and action taken are termed as witch-hunting.

    iii. The management usually shies away from exposure to vigilance due to the

    mistaken notion of loss of image. The executive is yet to develop the notion of

    treating it as an essential part of the system.

    iv. Many times the concerned departmental officers withdraw themselves from the

    responsibility of keeping an effective check on the activities in the sensitive areas

    under them and on persons of doubtful integrity. Even routine duties like

    inspections and physical verifications are neglected and it is felt that the entire

    responsibility of cleaning up the organization is that of the Vigilance branch.

    However, in fact, it is a multi-dimensional problem and cannot be tackled by a

    single agency.

    The system therefore needs a complete re-appraisal. It is imperative that the gap

    between the management and Vigilance is bridged.

    i. The management should realize the functions and the importance of vigilance.

    ii. Vigilance should be treated as a tool of the management to eradicate / prevent

    corruption.

    iii. Vigilance should not to be taken as a blockade in progress but as a means to cut

    down wastage, leakage, etc, thereby improving profitability.

    iv. The executive should realize that vigilance is impartial and initiates action only

    against those involved in undesirable activities which are against the interests of

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    the organization.

    v. The executive should create his own in-house vigilance set-up with self-defined

    tasks and procedures, line of responsibility, etc, thus giving due status to

    vigilance.

    TEN GOLDEN RULES FOR IN-HOUSE VIGILANCE

    1. Effective and regular supervision eliminates corruption.

    2. Vigilance is the responsibility of all employees in an organization.

    3. Encourage and create a climate for effective vigilance.

    4. Corruption corrodes the good image of the organization. Eliminate the same.

    5. Constantly monitor exercise of discretion at all levels to detect its improper use

    for pecuniary considerations.

    6. Identify areas prone to corruption and strict rotation of officials in sensitive posts

    within a specific period of 2/3 years checks corruption.

    7. Preparation of list of employees of doubtful integrity and keeping close watch on

    them goes a long way to eliminate corruption.

    8. Surprise checks / inspections besides mandatory scheme of inspections by senior

    officers. Deterrent action against defaulters and wide publicity of punishment

    awarded to guilty employees helps a lot in curbing corruption.

    9. Inculcate among employees the desire to follow principles of ethics.

    Organizational culture should nurture and encourage ethical behaviour.

    10. Reduce area of discretion and patronage.

    Compiled by:

    C. SELVA KUMAR, DGM / VO MR & MS /BG. Cx.

    __________________________________________________________________________________

    Conscience, the Defence against Corruption

    Conscience is the light of the Soul that burns

    within the chambers of our psychological

    heart. It is as real as life is. It raises the voice in

    protest wherever anything is thought of or

    done contrary to the righteousness. Conscience

    is a form of truth that has been transferred

    through