{"id":14244,"date":"2026-06-07T14:04:51","date_gmt":"2026-06-07T12:04:51","guid":{"rendered":"https:\/\/www.deintegriteitscoordinator.nl\/webinar-whistleblower-management-systems-retrospective\/"},"modified":"2026-06-07T14:04:52","modified_gmt":"2026-06-07T12:04:52","slug":"webinar-whistleblower-management-systems-retrospective","status":"publish","type":"post","link":"https:\/\/www.deintegriteitscoordinator.nl\/en\/webinar-whistleblower-management-systems-retrospective\/","title":{"rendered":"Webinar whistleblower management systems retrospective"},"content":{"rendered":"
<\/div><\/div>

As part of Integrity Week, we hosted a webinar on whistleblower management systems with the participation of Professor Vandekerckhove of the EDHEC Business School and Ms. Zweegers of the House for Whistleblowers. Both recently launched a self-assessment tool.<\/p>\n

Every year, ICC Netherlands<\/a> organizes the Week of Integrity<\/em><\/a>, a great opportunity to once again draw attention to this important topic. This year we broadcast a live webinar<\/a> on whistleblower management systems for this occasion.<\/p>\n

The discussion was moderated by Lucianne Verweij<\/a>, a specialist in Business and Integrity<\/em>.<\/p>\n

Geert Vermeulen<\/a> of The Integrity Coordinator<\/a> kicked things off with three good reasons to set up a good whistleblower management system. As a first, every legal entity from 50 employees and up is simply required to by law, and in addition, all entities in the financial sector and\/or those subject to anti-money laundering legislation must also comply. <\/p>\n

Second, and actually more important, there are good business reasons to do so. The Association of Certified Fraud Examiners (ACFE)<\/em> consistently reports<\/a> that around 5% of organizations’ profits are lost to fraud, and that most fraud cases are discovered by whistleblowers. Other research<\/a> shows that companies with more whistleblower reports perform better. At first, this seems counterintuitive as you might expect organizations with more reports to have more problems. However, it turns out that by having a good speak-up culture<\/em>, you can identify and address potential problems early on, which leads to fewer costs for investigations and legal representation, fewer lawsuits, and also a better reputation. This in turn generates trust in the organization and a more creative work environment.<\/p>\n

At the same time, there are also a number of challenges and misconceptions. The legal definition of what constitutes a whistleblower report is complex, and varies from country to country. For example, in the Netherlands, reports of inappropriate behavior can also be whistleblower reports under certain conditions. An easy solution to this is for an organization to invite anyone to report anything, and establishing that reporters will not experience repercussions if they have a reasonable suspicion that their report is true.<\/p>\n<\/p>\n

Another challenge is who to appoint for receiving and following up on reports. According to Dutch law, that person must be independent and, according to the EU directive, impartial. Confidential advisors support the reporter and are thus not impartial. However, they should still be properly trained in the Whistleblower Protection Act so that they can correctly inform potential whistleblowers.<\/p>\n

Many employees initially voice their concerns to their manager or the HR department. It would not make sense to prohibit this. However, it is important that these individuals recognize a whistleblower report and know how to handle it. For a start, they must make sure that they relay the report into a central register and then that it is followed up carefully.<\/p>\n

Managers can be one of the reporting agents, but they are not impartial or independent. Therefore, in addition, someone else should be appointed to receive reports who is impartial and independent. Managers are also not the right people to follow up on reports. They often lack the knowledge and experience to do so. In addition, the law requires that the identity of the reporter must remain confidential unless the reporter gives permission for their identity to be revealed. Management is not supposed to know who the reporter is, and therefore cannot provide the mandatory feedback to the reporter. <\/p>\n

While organizations may have multiple reporting channels, it is important to ensure that at least one recipient of reports is independent, and that this is the central coordinator who ensures that reports end up in the registry. This register should be secured so that unauthorized persons cannot access it. Including the IT manager. <\/p>\n

The best candidate to receive and follow up whistleblower reports is an independent and authorized Ethics and Compliance Officer<\/em> or Integrity Manager with an independence status and a dual reporting line. And should you not have such a person in your organization, it is possible to outsource this to an experienced third party. <\/p>\n

Professor Wim Vandekerckhove<\/a> of the EDHEC business school<\/em><\/a> indicated that the EU directive and national legislation provides a minimum standard for the protection of whistleblowers. In the ICC 2022 Guidelines on Whistleblowing<\/em><\/a> and in the ISO 37002<\/em><\/a> standard contain the necessary suggestions to take this to the next level. <\/em>The ISO standard encourages continuous improvement through the Plan-Do-Check-Act cycle<\/em>. To assess how your process compares to these standards and best practices, Wim developed a free tool, the Speak Up Self Assessment (<\/em>SUSA<\/em><\/a>). <\/p>\n

Based on what has been entered into the tool so far, a number of conclusions can be drawn. It is surprising and also somewhat disappointing to see that many organizations fail to send the reporter a confirmation of receipt within 7 days, which is after all a relatively simple legal requirement. In addition, the legal requirement that feedback be given to the reporter within 3 months is also not met. There is also plenty of room for improvement in other areas. For example, there is often no predetermined approach to protect and support whistleblowers, and the whistleblower management system is not periodically evaluated. <\/p>\n

Geert indicated that this is rather special, since in the Netherlands management has to report on this to the works council annually.<\/p>\n

In response to a question from a participant, Wim added that it is important to discuss the outcome of the self-assessment<\/em> with stakeholders, including inviting people from outside the organization, such as a knowledgeable consultant. It is also important to explain how the reporting and investigation process works. <\/p>\n

Marijntje Zweegers<\/a>, of the House for Whistleblowers<\/a>, used the occasion to launch the English-language version of another free tool, the Integrity Guide<\/a>, which one can use to test an organization’s integrity system. Key components include leadership, strategy, values, procedures, communication, reporting, enforcement and accountability. The tool gives a good overview of where an organization stands. The Dutch-language Integrity Guide<\/em> had already been used hundreds of times, and the aggregated data show that there is still much room for improvement. <\/p>\n

Marijntje also referred to the Employers’ Survey of Labor<\/a>, which showed that 60% of Dutch organizations have not adapted their whistleblower procedures to current legislation. Furthermore, in 2024, of the hundreds of people who contacted the House for Whistleblowers, more than 80%<\/a> said they had experienced harm (this has since risen to almost 90%, see the House for Whistleblowers 2025 Annual Report<\/a>). <\/p>\n

Geert indicated that it is a common misconception that whistleblowers always experience retaliation in the end. Millions of whistleblower reports are filed each year worldwide, and only a small fraction of the reporters experience harm. However, only the big stories make it into the media, and the people who contact the House of Whistleblowers. Geert is convinced that the majority of reports are handled without too many problems.<\/p>\n

Nevertheless, retaliation does occur, and measures must be taken to combat that. There is an important role here for the whistleblower procedure coordinator. Additionally, there are organizations that have already designated people to specifically protect reporters from being harmed.<\/p>\n

Marijntje added that it is important that employees feel free to voice their concerns and that employers address those concerns properly. It would help if the House of Whistleblowers is given supervisory and sanctioning powers. Wim agreed with the idea that the authorities should enact more measures to ensure that a larger percentage of organizations comply with the legislation.<\/p>\n

Lucianne took the opportunity to highlight the role of leadership. Is the promise to not disadvantage reporters really being kept?<\/p>\n<\/p>\n

According to Wim, the system should not get in the way of discussion. Instead, leaders should promote psychological safety and discussion. Geert added that it would help if management showed from time to time that they value whistleblowers. <\/p>\n

Want to watch this webinar again? Then send an email to info@deintegriteitscoordinator.nl.<\/a> <\/p>\n<\/div><\/div><\/div>

<\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

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