|
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 |
