Making codes of ethics effective
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Good Practice |
Poor Practice |
| Root the code in core ethical values |
Pinning the code to the notice board |
| Give a copy to all staff |
Failing to obtain board commitment to the code |
| Provide a way to report breaches in a confidential manner |
Leaving responsibility for its effectiveness to HR or any other department |
| Include ethical issues in corporate training programmes |
Failing to find out what concerns the staff at different levels |
| Set up a board committee to monitor the effectiveness of the code |
Not to feature the code in induction training and management development activities |
| Report on the code's use in the annual report |
Not to have a procedure for revising the code regularly |
| Make conformity to the code part of a contract of employment |
Make exceptions to the code's application |
| Make the code available in the language of those staff located overseas |
Fail to follow up breaches of the code's standards |
| Make copies of the code available to business partners, including suppliers |
Fail to set a good example by corporate leaders |
| Review code in light of changing business challenges |
Treat the code as confidential or a purely internal document |
| Make sure senior staff "Walk the Talk" |
Make it difficult for staff to have direct access to the code |
The IBE publication 'Developing a Code of Business Ethics' offers further guidance
You may also find our training course 'Making Business Ethics Work' helpful.
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