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Com­pli­ance

Com­pli­ance at GERRY WEBER

Here at GERRY WEBER, we not only firmly establish our com­pli­ance culture, we put it into practice. This means that the company stays trans­par­ent as well as offering a collegial working en­vir­on­ment. This entails much more than simply upholding internal and statutory reg­u­la­tions. It’s about behaving in a way that’s ethically correct and creating mutual trust: in­tern­ally and ex­tern­ally.

The actions of each employee that rep­res­ents GERRY WEBER are re­spons­ible, credible and reliable. We all stand for fair treatment. Managers and ex­ec­ut­ives also uphold this com­pli­ance culture by acting as role models.

Our com­pli­ance system at GERRY WEBER follows a codex com­pris­ing the following points:

  1. Com­pli­ance or­gan­iz­a­tion:
    To make sure everything runs smoothly when it comes to com­pli­ance, things have to be well organized. After all, everyone benefits when tasks are clearly allocated. At GERRY WEBER, the Corporate Audit & Com­pli­ance de­part­ment is re­spons­ible for com­pli­ance tasks. The Com­pli­ance Committee and the Local Com­pli­ance Officer offer their support. Together as a team, they con­cep­tu­al­ize and propagate the company’s value system as well as the related guidelines. At the same time, they motivate employees to uphold the rules.

  2. GERRY WEBER Group code of conduct:
    The GERRY WEBER Group code of conduct provides ori­ent­a­tion. It comprises general be­ha­vi­or­al reg­u­la­tions that apply to all employees through­out the business. The code regulates internal col­lab­or­a­tion as well as behavior towards external partners, such as customers and suppliers. The aim is to guarantee legal safety for the company and its employees at all times.

  3. Group com­pli­ance guidelines:
    In order to better un­der­stand and further develop the code of conduct, GERRY WEBER has issued binding group guidelines. These include topics such as how to uphold anti-trust and unfair com­pet­i­tion law as well as gifts, hos­pit­al­ity and other benefits. Guidelines of this sort serve to keep things trans­par­ent and authentic at all times.

  4. Whis­tleblow­ing man­age­ment:
    Reporting mis­con­duct is often as­so­ci­ated with a certain level of dread. To make sure that everyone is confident enough to express criticism and point out mis­con­duct, GERRY WEBER has appointed an external attorney. He has been allocated the position of in­de­pend­ent ombudsman in order to guarantee an external per­spect­ive. Employees, customers and business partners can approach him in good faith. He can be accessed via various paths - including an­onym­ously - and is obliged to treat all matters with dis­cre­tion and the strictest con­fid­en­ti­al­ity.

  5. Op­por­tun­ity and risk man­age­ment:
    Op­por­tun­it­ies and risks are often closely related. One impacts the other: a missed op­por­tun­ity can become a risk to the company, for example. In order to suc­cess­fully achieve company goals, op­por­tun­ity and risk man­age­ment analyzes whether things are pro­gress­ing in the desired direction early on. So all processes are evaluated and managed in a targeted manner.