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Ethisphere Magazine Features

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2020 Global Sustainability Centers

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What Goes Up must Come Down, for the Sake of the Environment

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No Cash Required: the Foreign Corrupt Practices Act and Corporate Risk

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What Do You Mean I’m a Lobbyist

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Sustainability Reporting: Beyond the Core and into the Supply Chain

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Can You Teach Ethics to the Big Bank?

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Working Together to Improve the Supply Chain

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Knowledge, Commitment and Experience - Lead the Way

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The Intricacies of Screening International Business Partners - An Emerging Market Perspective

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Ethical Supply Chains: Creating an Effective Supplier Code of Conduct

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Embracing Controversy

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DOJ’s Rising Expectations

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Global Compliance - Brazil

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50 Codes of Conduct Benchmarked - Q3 2008

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Bribeline: Bribe Demands in China

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Bribery: Winning Essay

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Big Shot CEO’s EthiGear Selection Q3 - 2008

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Good + The Bad

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CYA-Call Your Attorney

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  • September 14-17: SCCE Conference 7th Annual Compliance & Ethics Institute// Click here
  • September 29: Jenner & Block Webcast - No Cash Required - FCPA and Corporate Risk// Click here
  • October 2:Intertek - The Ethical Sourcing Forum Europe 2008 (Paris) // Click here
  • October 7: - Foreign Corrupt Practices Act Seminar (New York)// Click here

// More events



Corpedia Training

50 Codes of Conduct Benchmarked Q2 - 2008

June 3, 2008

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An organization’s Code of Conduct, alternatively referred to as Code of Ethics or Code of Business Standards, is the stated commitment of the behavioral expectations that an organization holds for its employees and agents. Such Codes are now commonplace for most corporations, increasingly shared not only with employees, but with customers and the public at large as well. To be successful, a Code must be believable by all stakeholders to which it applies. Certainly the subject corporation’s commitment in action has significant impact. However, how the Code itself is written, what it contains, omits and how it is communicated all play instrumental underlying roles in whether it has the power to influence not only perceptions, but actions. Having reviewed over 800 Codes of Conduct, the Ethisphere editorial team has revised its methodology to more accurately reflect the most up-to-date best practices.

BENCHMARKING DEFINED

A complete Code of Conduct analysis using Ethisphere Institute methodology typically examines 57 elements. This benchmarking analysis focuses on eight of the more critical components:

Public Availability A Code should be made readily available to all stakeholders. What is the availability and ease of access to the Code?

Tone from the Top Level at which the leadership of the organization is visibly committed to the values and topics covered in the Code.

Readability and Tone What is the style and tone of the language used in the document? Is it easy to read and reflective of its targeted audience?

Non-Retaliation & Reporting Is there a stated and explicit non-retaliation commitment and dedicated resources available for making reports of code violations? If so, is it presented clearly?

Commitment & Values Does the Code embed corporate values or mission language? Does it identify the ethical commitments held to its stakeholders (e.g. customers, vendors, communities)?

Risk Topics Does the Code address all of the appropriate and key risk areas for the company’s given industry?

Comprehension Aids Does the Code provide any comprehension aids (Q&As/FAQs, checklists, examples, case studies) to help employees and other stakeholders understand key concepts?

Presentation and Style How compelling (or difficult) is the Code to read? This depends on layout, fonts, pictures, taxonomy and structure.

*These Codes were found publicly available on each company’s website as of April 31, 2008. If your Code has been revised and you would like an updated rating, please contact an Ethisphere representative.

Please click each image below to view full size.


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