1. Week 4 – Ethical Codes of Conduct Business Ethics and Sustainability

2. Ethical codes of conduct “Explicit outlines of what type of conduct is desired and expected of employees from an ethical point of view within a certain organisation, profession or industry.” “Codes of ethics are voluntary statements that commit organisations, industries, or professions to specific beliefs, values, and actions and/or that set out appropriate ethical behaviour for employees”

3. Codes of Conduct  A code of ethics consists of general statements, which are often inspirational, that serve as principles and the basis for rules of conduct.  A code of ethics generally specifies methods for reporting violations, disciplinary action for violations, and a structure of due process  A code of conduct specifies acceptable and unacceptable types of behaviour  There should also be a statement of values within the document although it is often hard to enforce broadly across the workforce

4. The 4 types of Ethical codes Organisational or corporate codes of ethics  Specific to a single organisation  Often called codes of conduct  They seek to encourage ethical behaviour throughout the organisation Professional codes of ethics  These are for professional groups who often have their own guidelines for conduct  Most traditional professions have these, e.g. law, medicine, accountancy

5. The 4 types of Ethical codes Industry codes of ethics  Particular industries have their own codes of ethics  These codes can be international not just specific to one company, e.g. Electronics Programme or group codes of ethics  Codes of conduct within an organisation with codes of conduct. E.g the Caux roundtable .it is a requisite to join a group or gain accreditation

6. 4 key areas of ethical codes 1.Prevalence of ethical codes of ethics 2.Content of codes of ethics 3.Effectiveness of codes of ethics 4.Possibilities for global codes of ethics What is the content of ethical codes  Standard of conduct  Obeying the law  Employees  Consumers  Shareholders  Business partners  Community involvement  Public activities  Environment  Innovation  Competition  Business integrity  Compliance/monitoring

7. The role of Leadership in Developing an Ethics Programme and Codes of Conduct 1Conduct a rigorous self-assessment of the firm’s values and its existing ethics and compliance programme 2 Maintain commitment from top managers 3 Publish, post and make codes of ethics available and understandable 4Communicate ethical standards through multiple channels(e.g paper documents/web pages 5 Provide timely training to reinforce knowledge 6Provide confidential resources to whom employees can go for advice or to report their concerns 7 Ensure consistent implementation 8 Respond and enforce consistently, and fairly 9 Monitor and assess using appropriate methods 10 Revise and reform to ensure continuous improvement

8. Accenture’s Code of Business Ethics “The code emphasises critical areas particular to our organisation and business model while highlighting aspects of conduct that are imperative for all employees. Our Code does not incorporate or refer to all policies, but acts as a synthesis of the key policies and principles that should govern all employees’ conduct”

9. Accenture’s Code of Business Ethics Published in 2006 all employees had to read and sign, It places emphasis on Accenture’s six core values. It gives practical examples for its employees of what those values mean in relation to their everyday work life. It incorporates new legal and regulatory developments It aims to be user-friendly

10. Supporting the organisation’s ethical code Vital to communicate company’s ethical code Key to create an ethics training programme Work processes today mean less supervision and more opportunity for personal discretion The key is to gain support for the organisation’s ethical code Follow a 3 – tier approach as prescribed by Trevino and Weaver 2001.

11. Trevino and Weaver – Supporting the organisation’s Ethical code Start at the top. Ethics is a leadership issue. Workshops for senior management using a dilemma-based training approach. Real life situations and shared problem-solving required. This helps put theory into practice. Cascade the training throughout the organisation. Managers need to co-ordinate training for all other employees. A blend of E-Learning and face-to-face methods are ideal. A champion for each major business unit may be put in place as they often have to make the frontline ethical decisions Carry out specialised training where relevant. This may be needed in any potential high risk areas, such as Health and Safety or Marketing. All training will then need to be assessed and evaluated to ensure the transfer of learning,. Learning is the continuous.

12. Organising Business Ethics Management – Trevino 1999 Compliance orientation Values orientation External orientation Protection orientation

13. According to Trevino there are 4 main ways to approach ethics management Compliance orientation Emphasis is on preventing, detecting, and punishing violations of the law. Employees are informed of the law, does not want employees to beat competition via unethical means Values orientation Emphasis on defining organisational values and encouraging employee commitment to certain ethical aspirations. Rooted in personal self- governance External orientation Emphasis on satisfying external stakeholders such as customers, the community and shareholders. Protection orientation Emphasis on protecting top management from blame for ethical problems or legal violations. Attempt to create legal cover for managers Organising Business Ethics Management – Trevino 1999

14. Wittertainment's Cinema Code of Conduct. Radio 5 live http://www.bbc.co.uk/5live/films/code_ of_conduct.pdf

15. An Effective Ethics Program A company should have an effective ethics program to ensure all employees understand its’ values and comply with the policies and codes of conduct that create its ethical culture According to a study by the Open Compliance Ethics Group (OCEG), among companies with an ethics program in place for ten years or more, none have experienced “reputation damage” in the last five years

16. Comparison of codes of conduct http://www.thecoca- colacompany.com/ourcompany/pdf/COBC_English.pdf

17. Ethics Officers Ethics programs need oversight of high-ranking persons known to respect legal and ethical standards. Responsible for; Assess needs and risks in organisation which ethics program must address Develop and distribute a code of conduct or ethics Conduct the training programs for employees Establish and maintaining a confidential service to answer employee’s questions Making sure that the company is in compliance with government regulation Monitoring and auditing ethical conduct Taking action on possible violations of the company’s code Review and update the code Code of Conduct Frameworks

18. Presence of Ethics training

19. Common mistakes in Designing and Implementing an ethics program Not setting realistic and measurable program objectives Not understanding the main principles of ethics and the law Senior management’s failure to take ownership of the ethics program Maintaining an ethical culture may be impossible if CEOs do not support ethical culture Developing program materials that do not address the needs of the average employee Transferring an American program into a firm’s operations Delivery is often a series of lectures and not practical Must make a code a ‘living code’ Problems integrating the Code of Conduct

20. Ethical crisis management and recovery Companies should prepare for ethical disasters and know how to recover from them. Think of organisations such as Nestle and Coca-Cola. In comparison consider Arthur Andersen and Enron. A plan should be in place in case of a natural disaster and therefore one should be in place for a potential ethical issue Should this be part of the framework or just risk assessment? Psychological testing of employees and police checks?

21. MNCs and SMEs “Small and medium-sized enterprises – those classed as employing fewer that 250 – has become one of the fastest-growing sections of the business community. Of the 3.7 million businesses in the UK, small businesses account for 99%” (Fay cited in Hillary, 2000:9)

22. Who is responsible for ethical business practices in your organisation?

23. Do you believe that ethical business practices are more important to small and medium sized business or large and multi-national business?

24. Does your organisation have formal written codes of ethical business practices? (codes of conduct)

25. Are your organisational codes of conduct based on prescribed rules or values?

26. Are your employees expected to sign a document signifying that they will adhere to ethical business principles?

27. At what stage do employees in your organisation receive information on ethical principles or codes of conduct?

28. Ethical business practices are a worthwhile financial investment: