Pieter van der Zwet

Associate partner at KPMG Forensic & Integrity

‘BAM’s integrity policy sets the standard’

Pieter van der Zwet, associate partner at KPMG Forensic & Integrity, has long been involved in BAM’s integrity policy. An external consultant, he is involved in rolling out BAM’s integrity strategy and its implementation within the organisation. In this context, Van der Zwet conducts integrity workshops, lectures on the subject of integrity in BAM Business School courses and was a key initiator of the Integrity Toolkit.

Van der Zwet: ‘Because the outside world expects transparency, integrity is essential within any organisation. A reliable corporate image also offers advantages in terms of long-term business relationships. BAM fully understands this and was one of the first companies to do so, some ten years ago.’

He believes that there has been a significant increase in awareness of integrity within BAM. ‘In the past, I often detected a degree of hesitation and sometimes even resistance in my contacts with BAM employees, but nowadays there is a completely open dialogue and the staff even broach and tackle dilemmas themselves.’ Van der Zwet also advises other companies on the issue of integrity. ‘Within its sector, BAM undoubtedly sets the standard when it comes to integrity policy. Of course, that does not guarantee that nothing will ever go wrong again. But it does enable BAM to identify incidents quickly and to respond effectively.’

Van der Zwet also highlights a logical follow-up in the development of integrity policy within BAM. ‘The Group has made significant progress in raising awareness about integrity and in applying concrete implementation measures. A logical follow-up to this is to monitor integrity-related behaviour within the organisation. This will provide even more information on how integrity is actually safeguarded within the organisation and increase accountability.’

He also sees another challenge on the horizon. ‘The organisation is facing new dilemmas relating, for example, to international legislation and regulations and new forms of co-operation such as public-private partnerships and contracts based on co-makership. For example, what role does integrity play in dealing with a co-maker’s intellectual property and how should the often significant knowledge
discrepancy between contractual partners be addressed? It must be possible to discuss these dilemmas within the organisation.’