This document discusses ethics topics including gifts from outside sources, gifts between employees, and use of government resources. It provides governing authorities and 14 principles of ethics. Key takeaways are to consult ethics officials when unsure, avoid appearances of conflicts of interest, and follow ethics guidance. Gifts from prohibited sources over $20 require refusal or payment. Limited personal use of government equipment is allowed if it does not interfere with duties. Overall the document provides guidance on proper ethical conduct for government employees.
This document provides information on joining the Navy Reserve, including benefits such as health insurance, education assistance, retirement, and reemployment rights. It outlines the goals and services of the Career Transition Office, which assists with seamless transitions between active and reserve duty. Contact information is provided for the Career Transition Office to facilitate the affiliation process.
2012 Navy Region NW FCPO Symposium (EFMP)A.J. Stone
The EFMP provides support for military families with special needs by (1) screening families to identify special needs prior to overseas assignments, (2) enrolling eligible family members based on the type and severity of their needs, and (3) coordinating resources and assigning families to categories to ensure their needs can be met during assignments. EFMP liaisons assist families with enrollment paperwork and identifying support, while ensuring service members are assigned to locations where their family's needs can be addressed.
2012 Navy Region NW FCPO Symposium (BOTTOM LINE UP FRONT - MCPON)A.J. Stone
The 21st Century Sailor and Marine initiative focuses on several areas including readiness, safety, physical fitness, inclusion and continuum of service. One important aspect of readiness is eliminating sexual assault from the Navy and Marine Corps. While April was Sexual Assault Awareness Month, the Navy's focus on preventing sexual assault does not stop. The initiative also embraces using technology, such as stress management apps, to support readiness. Physical fitness is another large component, and two Sailors have made headlines for their commitment to physical fitness standards through competing in triathlons.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides information on upcoming Navy leadership briefings and force management initiatives. Key topics covered include the Perform to Serve program, which manages reenlistments to control end strength; the upcoming Enlisted Retention Board, which will address overmanned ratings by retaining some sailors, converting others, or approving transition to the reserves; and general enlisted force management tools used to shape the force. The brief also reviews the strategic context around decreasing end strength and unprecedented retention levels.
The 21st Century Sailor and Marine initiative focuses on five areas: readiness, safety, physical fitness, inclusion, and continuum of service. Sexual assault prevention is an important part of readiness. The initiative aims to establish a culture free of sexual assault through prevention, support for victims, and accountability for offenders. Smartphone applications are being used to help Sailors manage stress, including apps that teach breathing techniques and mood tracking. Recent examples highlight the importance of physical fitness in the Navy, such as a Sailor who has lost over 40 pounds during a deployment and another competing in triathlons after improving his fitness. Resources for operational stress control and transition assistance are available to support Sailors.
Problem 1Figure below gives the boxplots comparing the base yearly.docxsleeperharwell
Problem 1Figure below gives the boxplots comparing the base yearly salaries of employeesin marketing and employees in research for a large company. Identify the five number summaries.for each profession. Interpret them like we did in the class.MarketingResearchMinMaxFirst QuartileSecond QuartileThird QuartileMarketing InterpretationsResearch InterpretationsInterpretation of MinimumInterpretation of MinimumHint: The minimum salary is xx.Hint: The minimum salary is xx.Interpretation of MaximumInterpretation of MaximumHint: The maximum salary is xx.Hint: The maximum salary is xx.Interpretation of First QuartileInterpretation of First QuartileHint: 25% of salaries are less than xx. 75% are greater than xx.Hint: 25% of salaries are less than xx. 75% are greater than xx.Interpretation of Second QuartileInterpretation of Second QuartileHint: 50% of salaries are less than xx. 50% are greater than xx.Hint: 50% of salaries are less than xx. 50% are greater than xx.Interpretation of Third QuartileInterpretation of Third QuartileHint: 75% of salaries are less than xx. 25% are greater than xx.Hint: 75% of salaries are less than xx. 25% are greater than xx.
Problem 2An insurance company determines that in every 100 claims, 4 are fraudulent.What is the probability that the next claim the company processes will befraudulent? Please state the probability as a decimal value.
Problem 3A review of emergency room records at rural Millard Fellmore Memorial Hospital was performed to determine the probability distribution of the number of patients entering the emergency room during a 1-hour period. The following table lists this probability distribution.Patients per hourProbability00.272510.354320.230330.099840.032450.008460.0023Determine the probability that the number of patients entering the emergency room during a randomly selected 1-hour period isa) 2 or moreb) exactly 5c) fewer than 3d) at most 1
Problem 4Find the missing probability in the following probability distribution.xP(x)00.0710.2020.38340.13
Problem 5Determine whether the distribution given below are valid probability distributions or not.xP(x)00.3010.25 (Choose one)20.2530.1540.05
Problem 6Determine whether the random variable x is discrete or continuousa. Let x represent the number of pumps in use at a gas station (Choose one)b. Let x represent the weight of a truck at a weigh station (Choose one)
An Ethics Pamphlet for
Executive Branch Employees
April 2000
A
B
ri
e
f
W
ra
p
o
n
E
th
ic
s
2
3
Introduction T
his pamphlet provides a
brief overview of the
rules of ethical conduct
that all employees should know
and follow. The pamphlet
covers only the highlights of
these ethics rules which are
called “ethics” rules. It
answers everyday questions
and provides examples of
common situations that
employees face. It does not
describe each specific rule of
conduct or cover unusual
circumstances. If you have a
question that is not answered
here, you should discuss it with
your supe.
This document provides information on joining the Navy Reserve, including benefits such as health insurance, education assistance, retirement, and reemployment rights. It outlines the goals and services of the Career Transition Office, which assists with seamless transitions between active and reserve duty. Contact information is provided for the Career Transition Office to facilitate the affiliation process.
2012 Navy Region NW FCPO Symposium (EFMP)A.J. Stone
The EFMP provides support for military families with special needs by (1) screening families to identify special needs prior to overseas assignments, (2) enrolling eligible family members based on the type and severity of their needs, and (3) coordinating resources and assigning families to categories to ensure their needs can be met during assignments. EFMP liaisons assist families with enrollment paperwork and identifying support, while ensuring service members are assigned to locations where their family's needs can be addressed.
2012 Navy Region NW FCPO Symposium (BOTTOM LINE UP FRONT - MCPON)A.J. Stone
The 21st Century Sailor and Marine initiative focuses on several areas including readiness, safety, physical fitness, inclusion and continuum of service. One important aspect of readiness is eliminating sexual assault from the Navy and Marine Corps. While April was Sexual Assault Awareness Month, the Navy's focus on preventing sexual assault does not stop. The initiative also embraces using technology, such as stress management apps, to support readiness. Physical fitness is another large component, and two Sailors have made headlines for their commitment to physical fitness standards through competing in triathlons.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides information on upcoming Navy leadership briefings and force management initiatives. Key topics covered include the Perform to Serve program, which manages reenlistments to control end strength; the upcoming Enlisted Retention Board, which will address overmanned ratings by retaining some sailors, converting others, or approving transition to the reserves; and general enlisted force management tools used to shape the force. The brief also reviews the strategic context around decreasing end strength and unprecedented retention levels.
The 21st Century Sailor and Marine initiative focuses on five areas: readiness, safety, physical fitness, inclusion, and continuum of service. Sexual assault prevention is an important part of readiness. The initiative aims to establish a culture free of sexual assault through prevention, support for victims, and accountability for offenders. Smartphone applications are being used to help Sailors manage stress, including apps that teach breathing techniques and mood tracking. Recent examples highlight the importance of physical fitness in the Navy, such as a Sailor who has lost over 40 pounds during a deployment and another competing in triathlons after improving his fitness. Resources for operational stress control and transition assistance are available to support Sailors.
Problem 1Figure below gives the boxplots comparing the base yearly.docxsleeperharwell
Problem 1Figure below gives the boxplots comparing the base yearly salaries of employeesin marketing and employees in research for a large company. Identify the five number summaries.for each profession. Interpret them like we did in the class.MarketingResearchMinMaxFirst QuartileSecond QuartileThird QuartileMarketing InterpretationsResearch InterpretationsInterpretation of MinimumInterpretation of MinimumHint: The minimum salary is xx.Hint: The minimum salary is xx.Interpretation of MaximumInterpretation of MaximumHint: The maximum salary is xx.Hint: The maximum salary is xx.Interpretation of First QuartileInterpretation of First QuartileHint: 25% of salaries are less than xx. 75% are greater than xx.Hint: 25% of salaries are less than xx. 75% are greater than xx.Interpretation of Second QuartileInterpretation of Second QuartileHint: 50% of salaries are less than xx. 50% are greater than xx.Hint: 50% of salaries are less than xx. 50% are greater than xx.Interpretation of Third QuartileInterpretation of Third QuartileHint: 75% of salaries are less than xx. 25% are greater than xx.Hint: 75% of salaries are less than xx. 25% are greater than xx.
Problem 2An insurance company determines that in every 100 claims, 4 are fraudulent.What is the probability that the next claim the company processes will befraudulent? Please state the probability as a decimal value.
Problem 3A review of emergency room records at rural Millard Fellmore Memorial Hospital was performed to determine the probability distribution of the number of patients entering the emergency room during a 1-hour period. The following table lists this probability distribution.Patients per hourProbability00.272510.354320.230330.099840.032450.008460.0023Determine the probability that the number of patients entering the emergency room during a randomly selected 1-hour period isa) 2 or moreb) exactly 5c) fewer than 3d) at most 1
Problem 4Find the missing probability in the following probability distribution.xP(x)00.0710.2020.38340.13
Problem 5Determine whether the distribution given below are valid probability distributions or not.xP(x)00.3010.25 (Choose one)20.2530.1540.05
Problem 6Determine whether the random variable x is discrete or continuousa. Let x represent the number of pumps in use at a gas station (Choose one)b. Let x represent the weight of a truck at a weigh station (Choose one)
An Ethics Pamphlet for
Executive Branch Employees
April 2000
A
B
ri
e
f
W
ra
p
o
n
E
th
ic
s
2
3
Introduction T
his pamphlet provides a
brief overview of the
rules of ethical conduct
that all employees should know
and follow. The pamphlet
covers only the highlights of
these ethics rules which are
called “ethics” rules. It
answers everyday questions
and provides examples of
common situations that
employees face. It does not
describe each specific rule of
conduct or cover unusual
circumstances. If you have a
question that is not answered
here, you should discuss it with
your supe.
This document provides an overview of ethics and integrity for the USDA Specialty Crops Inspection Division. It outlines 14 principles of ethical conduct for employees, such as placing public service above private gain and avoiding conflicts of interest. Prohibited activities are also described, including accepting gifts from regulated entities and misusing public resources for private gain. The document notes that violations will be referred to the appropriate authority and instructs employees to contact their supervisor or the Office of the Inspector General if they suspect issues like bribery or fraud. Overall, the document aims to educate employees on upholding high ethical standards in their work.
14 general principles (Highlighted)
from the
Office of Government Ethics
https://www.oge.gov/
https://www.oge.gov/Web/OGE.nsf/0/73636C89FB0928DB8525804B005605A5/$FILE/14%20General%20Priniciples.pdf
Research for Election 2020
ethical responsibilities of govt servants..pptxAshrafAli275692
This document discusses the ethical responsibilities of government servants. It begins by outlining the objectives of understanding ethics in professional life and practicing rules and norms. It then defines ethical responsibility and outlines principles for managing ethics in public service such as having clear codes of conduct. The document extracts rules from the Government Servant Conduct Rules of 1964 regarding gifts, property declarations, private employment, and other responsibilities. It also discusses concepts of ethics from American executive orders, the Chinese Code of Professional Ethics, and the Audit Manual. Finally, it notes negative behaviors like corruption that can arise and defines misconduct.
Discipline and Grievance in the Phil.Public Serviceroecam
This document discusses employee discipline and maintaining an effective workforce in the Philippine civil service. It begins by defining discipline and its purpose of developing orderliness and efficiency. Next, it outlines the basic policies and Revised Rules on Administrative Cases that govern employee conduct and discipline. It then classifies administrative offenses as grave, less grave, or light and lists examples for each category and their corresponding disciplinary actions. Finally, it discusses the grounds and procedures for dropping employees from the rolls due to extended absence without approved leave.
This document discusses ethics and confidentiality in child welfare social work. It outlines several key ethical imperatives including maintaining professional boundaries, competence, integrity, client self-determination, and confidentiality. For each imperative, it provides examples of ethical conduct such as avoiding conflicts of interest, continually seeking to improve cultural competence, prioritizing public interest over private interests, informing clients of limits to confidentiality, and documenting interactions accurately. The conclusion notes that tough ethical choices often involve balancing competing goods.
The document discusses the requirements for corporate compliance programs according to federal and state laws. It notes that health care entities that bill or pay out over $5 million annually in Medicaid must establish a compliance program. The focus of compliance programs is ethics, integrity, and compliance with fraud and abuse laws. Key components of compliance programs include a compliance officer, training, and anonymous reporting mechanisms. The document reviews several federal and state laws pertaining to fraud, kickbacks, and false claims. Employees' responsibilities to adhere to compliance policies and report any issues are emphasized.
Ss contractors in the workplace some legal, ethical and practical considerationsMarcus Vannini
The document discusses legal, ethical and practical considerations regarding contractors in the workplace. It covers four main areas of concern: gifts from contractors, use of government resources, personal services and contractor access to non-public information. It provides guidance on complying with relevant laws and regulations in interactions with contractor employees to avoid conflicts of interest or appearances of endorsement.
Presentation to the Florida Chapter of the Association of Inspectors General on Avoiding and Investigating Conflicts of Interest and Appearance of Impropriety
This document provides an overview and introduction to ethics training. It discusses key concepts like ethical choices, principals, dilemmas, and the importance of transparency, integrity and stewardship when working in public service. Specific topics covered include conflicts of interest, gifts, post-employment restrictions, use of public resources, and confidential information. The goal is to provide a clear understanding of ethics rules and help employees navigate complex situations that involve balancing competing ethical considerations.
The document outlines BorgWarner's code of ethical conduct which expects employees to comply with all applicable laws and regulations. It details policies on conflicts of interest, treatment of suppliers and customers, use of company assets, handling of confidential information, safety, and accountability. Employees are responsible for upholding high ethical standards and reporting any violations of the code.
The document outlines grounds for administrative disciplinary action against public officials and employees in the Philippines according to Republic Act No. 6713, also known as the Code of Conduct and Ethical Standards for Public Officials and Employees. It lists acts that would constitute grounds for disciplinary action, including having financial interests in transactions one's office approves, engaging in private practice unless authorized by law, recommending people for positions in private businesses with pending official transactions, disclosing confidential information for personal gain, and soliciting or accepting gifts in exchange for favors. Disciplinary action can also be taken for failure to file financial disclosures, show loyalty to the Philippines, or address letters and requests promptly among other issues.
The document outlines the key elements of violations under the U.S. Foreign Corrupt Practices Act, including that there must be: 1) corrupt intent by an actor such as an individual or firm, 2) payment or offer of value, 3) to a foreign official or political candidate/party, 4) to obtain or retain business. It also discusses intermediaries, due diligence requirements to avoid liability, red flags of potential violations, and sanctions for violations including criminal fines and loss of ability to contract with the U.S. government.
No Place for Bribery_Skillcast Training Presentation.pptxBhanuprataptailor
This document provides an overview of anti-bribery laws and policies. It defines bribery and outlines four key UK offences. It discusses gifts, hospitality, donations and third parties in relation to anti-bribery. The document emphasizes conducting due diligence on third parties and highlights potential red flags. It stresses reading and complying with the company's anti-bribery policy.
The Federal Corrupt Practices Act (“FCPA”) prohibits a U.S. company or person from bribing foreign government officials to obtain a business advantage. Along with this seemingly simple restriction comes accounting and record keeping requirements with which companies must comply. The FCPA requires the implementation of a compliance program which addresses FCPA concerns and establishes an FCPA corporate policy. This webinar covers the basics of the FCPA, including an introduction to the regulators, both the SEC and DOJ, and recent communications to the public regarding the FCPA from these regulatory bodies. The standards for a compliance program review is analyzed, including what makes a program current and effective as well as how often the program requires review. The role of a compliance coordinator is discussed, as is record keeping, training, and retaliation. Finally, meals and entertainment, gifts, travel, charitable contributions, and hiring are all discussed with reference to recent government actions and legal decisions.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/foreign-corrupt-practices-act-compliance-2021/
This webinar discusses compliance with the Foreign Corrupt Practices Act (FCPA). It provides an overview of the FCPA and recent enforcement actions, highlighting risks around payments to foreign officials, third parties, gifts and travel. It also covers accounting requirements, individual liability, cooperation incentives, whistleblower protections and penalties for violations. The webinar is part of a series on corporate compliance topics.
The document summarizes key parts of the CCS (Conduct) Rules, 1964 which govern the conduct of civil servants in India. Some important points:
- The rules apply to civil servants and cover aspects like integrity, devotion to duty, prohibition of sexual harassment, political neutrality, restrictions on gifts and outside employment/business.
- It defines misconduct as any act inconsistent with faithful discharge of duties. General conduct must conform to ordinary norms of decency and morality.
- Supervisory officers are responsible for ensuring integrity and devotion to duty of subordinates. Oral directions should be avoided and confirmed in writing.
- Restrictions on taking part in elections, demonstrations, strikes, publishing without permission, critic
The document outlines the Central Civil Service Conduct Rules that impose restrictions on government employees in India. It provides a list of dos and don'ts for employees, which include maintaining integrity, devotion to duty, political neutrality, and prohibitions against accepting gifts or hospitality. It also describes aspects of vigilance for enforcing standards of conduct, including the structure for investigating cases, what constitutes a vigilance angle, penalties for misconduct, and preventative vigilance through transparency and accountability measures.
This document outlines the conduct rules that government servants in India must follow to promote impartiality, integrity, efficiency, and good behavior. It discusses rules regarding maintaining integrity and devotion to duty, prohibiting participation in politics, strikes, and gifts, managing personal finances responsibly, and abstaining from criminal behavior. Breaches of these rules, which are intended to ensure high ethical standards among civil servants, can result in disciplinary proceedings. The rules aim to establish neutral, professional public administration.
The document is an employee handbook for the Indiana Secretary of State's Office from April 2007. It outlines policies on equal employment opportunity, harassment, ethics, drug use, attendance, personal phone/computer use, dress code, and benefits including health insurance, retirement plans, and time off. The handbook provides an overview of workplace rules and benefits to help employees understand their roles and responsibilities.
2012 Navy Region NW FCPO Symposium (LDO/CWO)A.J. Stone
This document provides an overview of the Limited Duty Officer and Chief Warrant Officer programs. It discusses the eligibility requirements, timeline, rewards, and contact information for those interested in applying. Some key points include that the programs provide experienced technical specialists and managers with authority to direct difficult operations; eligibility includes a minimum number of years of service and meeting physical standards; and rewards include increased leadership opportunities, authority, career certainty, promotion potential, and retirement pay.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides guidance on Enlisted Retention Boards (ERB), Perform to Serve (PTS), Career Management System - Interactive Detailing (CMSID), and High Year Tenure (HYT). ERB standards were implemented to manage force shaping due to high retention and unexpected manning changes. PTS is also used for force shaping and requires sailors to convert ratings if overmanned. CMSID allows sailors to negotiate new assignments during a window prior to their PRD. HYT limits establish maximum years of service by paygrade.
More Related Content
Similar to 2012 Navy Region NW FCPO Symposium (ETHICS)
This document provides an overview of ethics and integrity for the USDA Specialty Crops Inspection Division. It outlines 14 principles of ethical conduct for employees, such as placing public service above private gain and avoiding conflicts of interest. Prohibited activities are also described, including accepting gifts from regulated entities and misusing public resources for private gain. The document notes that violations will be referred to the appropriate authority and instructs employees to contact their supervisor or the Office of the Inspector General if they suspect issues like bribery or fraud. Overall, the document aims to educate employees on upholding high ethical standards in their work.
14 general principles (Highlighted)
from the
Office of Government Ethics
https://www.oge.gov/
https://www.oge.gov/Web/OGE.nsf/0/73636C89FB0928DB8525804B005605A5/$FILE/14%20General%20Priniciples.pdf
Research for Election 2020
ethical responsibilities of govt servants..pptxAshrafAli275692
This document discusses the ethical responsibilities of government servants. It begins by outlining the objectives of understanding ethics in professional life and practicing rules and norms. It then defines ethical responsibility and outlines principles for managing ethics in public service such as having clear codes of conduct. The document extracts rules from the Government Servant Conduct Rules of 1964 regarding gifts, property declarations, private employment, and other responsibilities. It also discusses concepts of ethics from American executive orders, the Chinese Code of Professional Ethics, and the Audit Manual. Finally, it notes negative behaviors like corruption that can arise and defines misconduct.
Discipline and Grievance in the Phil.Public Serviceroecam
This document discusses employee discipline and maintaining an effective workforce in the Philippine civil service. It begins by defining discipline and its purpose of developing orderliness and efficiency. Next, it outlines the basic policies and Revised Rules on Administrative Cases that govern employee conduct and discipline. It then classifies administrative offenses as grave, less grave, or light and lists examples for each category and their corresponding disciplinary actions. Finally, it discusses the grounds and procedures for dropping employees from the rolls due to extended absence without approved leave.
This document discusses ethics and confidentiality in child welfare social work. It outlines several key ethical imperatives including maintaining professional boundaries, competence, integrity, client self-determination, and confidentiality. For each imperative, it provides examples of ethical conduct such as avoiding conflicts of interest, continually seeking to improve cultural competence, prioritizing public interest over private interests, informing clients of limits to confidentiality, and documenting interactions accurately. The conclusion notes that tough ethical choices often involve balancing competing goods.
The document discusses the requirements for corporate compliance programs according to federal and state laws. It notes that health care entities that bill or pay out over $5 million annually in Medicaid must establish a compliance program. The focus of compliance programs is ethics, integrity, and compliance with fraud and abuse laws. Key components of compliance programs include a compliance officer, training, and anonymous reporting mechanisms. The document reviews several federal and state laws pertaining to fraud, kickbacks, and false claims. Employees' responsibilities to adhere to compliance policies and report any issues are emphasized.
Ss contractors in the workplace some legal, ethical and practical considerationsMarcus Vannini
The document discusses legal, ethical and practical considerations regarding contractors in the workplace. It covers four main areas of concern: gifts from contractors, use of government resources, personal services and contractor access to non-public information. It provides guidance on complying with relevant laws and regulations in interactions with contractor employees to avoid conflicts of interest or appearances of endorsement.
Presentation to the Florida Chapter of the Association of Inspectors General on Avoiding and Investigating Conflicts of Interest and Appearance of Impropriety
This document provides an overview and introduction to ethics training. It discusses key concepts like ethical choices, principals, dilemmas, and the importance of transparency, integrity and stewardship when working in public service. Specific topics covered include conflicts of interest, gifts, post-employment restrictions, use of public resources, and confidential information. The goal is to provide a clear understanding of ethics rules and help employees navigate complex situations that involve balancing competing ethical considerations.
The document outlines BorgWarner's code of ethical conduct which expects employees to comply with all applicable laws and regulations. It details policies on conflicts of interest, treatment of suppliers and customers, use of company assets, handling of confidential information, safety, and accountability. Employees are responsible for upholding high ethical standards and reporting any violations of the code.
The document outlines grounds for administrative disciplinary action against public officials and employees in the Philippines according to Republic Act No. 6713, also known as the Code of Conduct and Ethical Standards for Public Officials and Employees. It lists acts that would constitute grounds for disciplinary action, including having financial interests in transactions one's office approves, engaging in private practice unless authorized by law, recommending people for positions in private businesses with pending official transactions, disclosing confidential information for personal gain, and soliciting or accepting gifts in exchange for favors. Disciplinary action can also be taken for failure to file financial disclosures, show loyalty to the Philippines, or address letters and requests promptly among other issues.
The document outlines the key elements of violations under the U.S. Foreign Corrupt Practices Act, including that there must be: 1) corrupt intent by an actor such as an individual or firm, 2) payment or offer of value, 3) to a foreign official or political candidate/party, 4) to obtain or retain business. It also discusses intermediaries, due diligence requirements to avoid liability, red flags of potential violations, and sanctions for violations including criminal fines and loss of ability to contract with the U.S. government.
No Place for Bribery_Skillcast Training Presentation.pptxBhanuprataptailor
This document provides an overview of anti-bribery laws and policies. It defines bribery and outlines four key UK offences. It discusses gifts, hospitality, donations and third parties in relation to anti-bribery. The document emphasizes conducting due diligence on third parties and highlights potential red flags. It stresses reading and complying with the company's anti-bribery policy.
The Federal Corrupt Practices Act (“FCPA”) prohibits a U.S. company or person from bribing foreign government officials to obtain a business advantage. Along with this seemingly simple restriction comes accounting and record keeping requirements with which companies must comply. The FCPA requires the implementation of a compliance program which addresses FCPA concerns and establishes an FCPA corporate policy. This webinar covers the basics of the FCPA, including an introduction to the regulators, both the SEC and DOJ, and recent communications to the public regarding the FCPA from these regulatory bodies. The standards for a compliance program review is analyzed, including what makes a program current and effective as well as how often the program requires review. The role of a compliance coordinator is discussed, as is record keeping, training, and retaliation. Finally, meals and entertainment, gifts, travel, charitable contributions, and hiring are all discussed with reference to recent government actions and legal decisions.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/foreign-corrupt-practices-act-compliance-2021/
This webinar discusses compliance with the Foreign Corrupt Practices Act (FCPA). It provides an overview of the FCPA and recent enforcement actions, highlighting risks around payments to foreign officials, third parties, gifts and travel. It also covers accounting requirements, individual liability, cooperation incentives, whistleblower protections and penalties for violations. The webinar is part of a series on corporate compliance topics.
The document summarizes key parts of the CCS (Conduct) Rules, 1964 which govern the conduct of civil servants in India. Some important points:
- The rules apply to civil servants and cover aspects like integrity, devotion to duty, prohibition of sexual harassment, political neutrality, restrictions on gifts and outside employment/business.
- It defines misconduct as any act inconsistent with faithful discharge of duties. General conduct must conform to ordinary norms of decency and morality.
- Supervisory officers are responsible for ensuring integrity and devotion to duty of subordinates. Oral directions should be avoided and confirmed in writing.
- Restrictions on taking part in elections, demonstrations, strikes, publishing without permission, critic
The document outlines the Central Civil Service Conduct Rules that impose restrictions on government employees in India. It provides a list of dos and don'ts for employees, which include maintaining integrity, devotion to duty, political neutrality, and prohibitions against accepting gifts or hospitality. It also describes aspects of vigilance for enforcing standards of conduct, including the structure for investigating cases, what constitutes a vigilance angle, penalties for misconduct, and preventative vigilance through transparency and accountability measures.
This document outlines the conduct rules that government servants in India must follow to promote impartiality, integrity, efficiency, and good behavior. It discusses rules regarding maintaining integrity and devotion to duty, prohibiting participation in politics, strikes, and gifts, managing personal finances responsibly, and abstaining from criminal behavior. Breaches of these rules, which are intended to ensure high ethical standards among civil servants, can result in disciplinary proceedings. The rules aim to establish neutral, professional public administration.
The document is an employee handbook for the Indiana Secretary of State's Office from April 2007. It outlines policies on equal employment opportunity, harassment, ethics, drug use, attendance, personal phone/computer use, dress code, and benefits including health insurance, retirement plans, and time off. The handbook provides an overview of workplace rules and benefits to help employees understand their roles and responsibilities.
Similar to 2012 Navy Region NW FCPO Symposium (ETHICS) (20)
2012 Navy Region NW FCPO Symposium (LDO/CWO)A.J. Stone
This document provides an overview of the Limited Duty Officer and Chief Warrant Officer programs. It discusses the eligibility requirements, timeline, rewards, and contact information for those interested in applying. Some key points include that the programs provide experienced technical specialists and managers with authority to direct difficult operations; eligibility includes a minimum number of years of service and meeting physical standards; and rewards include increased leadership opportunities, authority, career certainty, promotion potential, and retirement pay.
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This document provides guidance on Enlisted Retention Boards (ERB), Perform to Serve (PTS), Career Management System - Interactive Detailing (CMSID), and High Year Tenure (HYT). ERB standards were implemented to manage force shaping due to high retention and unexpected manning changes. PTS is also used for force shaping and requires sailors to convert ratings if overmanned. CMSID allows sailors to negotiate new assignments during a window prior to their PRD. HYT limits establish maximum years of service by paygrade.
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2012 Navy Region NW FCPO Symposium (SUICIDE PREVENTION)A.J. Stone
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2012 Navy Region NW FCPO Symposium (ETHICS)
1. Ethics
LT Louis Butler
COMSUBGRU NINE JAG
JUNE 2012
1
2. TOPICS
Gifts from Outside Sources
Use of Government Resources
Fundraising
Political Activities
Off-Duty Employment
2
3. GOVERNING AUTHORITIES
Executive Order – 14 Principles of the
Standards of Conduct
Ethics in Government Act, as
amended.
18 U.S.C. §§ 201-209
5 C.F.R., Part 2635
DoD 5500.7-R, Joint Ethics Regulation
3
4. TAKE AWAYS
When in doubt about the rules, consult
the appropriate ethics official, before
taking any action.
Avoid even raising the appearance of a
conflict of interest or ethical failure.
Follow advice of ethics officials—don’t
assume other employees received
appropriate guidance.
4
5. 14 Principles
1) Public service is a public trust, requiring
employees to place loyalty to the Constitution,
the laws and ethical principles above private
gain.
3) Employees shall not hold financial interests that
conflict with the conscientious performance of
duty.
5) Employees shall not engage in financial
transactions using nonpublic government
information or allow the improper use of such
information to further any private interest.
5
6. 14 Principles
1) An employee shall not solicit or accept any gift
or other item of monetary value from any person
or entity seeking official action from, doing
business with, or conducting activities regulated
by the employee's agency, or whose interests
may be substantially affected by the
performance or nonperformance of the
employee's duties (except as specifically
permitted).
3) Employees shall put forth honest effort in the
performance of their duties.
6
7. 14 Principles
1) Employees shall not knowingly make
unauthorized commitments or promises
of any kind purporting to bind the
government.
3) Employees shall not use public office for
private gain.
5) Employees shall act impartially and not
give preferential treatment to any private
organization or individual.
7
8. 14 Principles
1) Employees shall protect and conserve
federal property and shall not use it for
other than authorized activities.
3) Employees shall not engage in outside
employment or activities, including
seeking or negotiating for employment,
that conflict with their official government
duties and responsibilities.
8
9. 14 Principles
1) Employees shall disclose waste, fraud,
abuse, and corruption to appropriate
authorities.
3) Employees shall satisfy in good faith their
obligations as citizens, including all just
financial obligations, especially those that
are imposed by law (such as paying their
federal, state, or local taxes).
9
10. 14 Principles
1) Employees shall adhere to all laws and
regulations that provide equal opportunity
for all Americans regardless of race,
color, religion, sex, national origin, age,
or handicap.
3) Employees shall endeavor to avoid any
actions creating the appearance that they
are violating the law or the Standards of
Ethical Conduct for Employees of the
Executive Branch. 10
11. Gifts From Outside Sources
RULE: You may not directly or indirectly
solicit or accept a gift given:
by a prohibited source; or
because of your official position.
5 C.F.R. § 2635.202(a)
11
12. Gifts From Outside Sources
Who is a Prohibited Source?
Any person or entity seeking official action
by the Agency;
Any person or entity who does business
or wants to do business with the Agency;
Any person or entity who conducts
activities regulated by the Agency;
(cont’d)
12
13. Gifts From Outside Sources
Who is a Prohibited Source?
Any person or entity who has interests which
may be affected by your official duties; OR
An organization a majority of whose members
are described above.
E.g.,
DoD contractors Charitable Organizations
Spousal Clubs Business Entities
13
14. Gifts From Outside Sources
“Gift” is defined as an item of monetary value,
including any gratuity, favor, service, discount,
entertainment, or hospitality. It includes meals,
lodging, transportation and training.
Not a gift:
o loans or discounts available to the general public
o greeting cards and plaques of little intrinsic value
o modest food or refreshments (coffee and donuts,
not a meal)
14
15. Gift From Outside Sources (Exceptions)
Common Examples of Acceptable Gifts:
Unsolicited gifts from a prohibited source
worth $20 or less/source/occasion ($50
max per year)—never cash.
Gifts based on personal relationship
(family/friend)
Based solely on your
spouse’s employment
Note: Appearance issues
may still mitigate against acceptance
15
16. Gift From Outside Sources (Exceptions)
Examples of Acceptable Gifts: (cont’d)
Social invitations from other than prohibited
sources
Gifts from Foreign Governments ($335)
“Widely Attended Gatherings”
Note: Appearance issues
may still mitigate against
acceptance
16
17. Gift From Outside Sources (Exceptions)
Widely Attended Gathering (WAGs): is
defined as a gathering expected to have a
large number of persons in attendance,
representing diverse views or interests.
E.g., if it is open to members from throughout
the interested industry or profession or if
those in attendance represent a range of
persons interested in a given matter.
17
18. Gift From Outside Sources (Exceptions)
Widely Attended Gatherings (WAGs): You may
attend a WAG in your personal capacity, even when
the invitation is from a prohibited source or given
because of your official position, but only if:
The invitation was unsolicited, and
Your supervisor determines DoD has a specific
interest in your attendance (because if furthers your
office mission)
Use of Government transportation is prohibited.
18
19. Gift From Outside Sources
You are under no obligation to accept a gift.
It is never inappropriate to decline a gift—
except from a foreign dignitary.
Acceptance of improper gifts can usually be
remedied if returned immediately.
Where you not are permitted to accept, you
may be able to pay for the item.
For proper procedures and guidance, contact
an ethics official.
19
21. Gifts Between Employees
Rules: You may not generally accept a gift from:
a subordinate
a lower-paid employee
Conversely you may not generally
give a gift to your superior
Why: To avoid the appearance issues, and so
employees do not feel pressure to provide gifts
to their supervisor.
21
22. Gifts Between Employees
Exceptions:
When gifts are traditionally given, items
(never cash) of $10 or less per occasion
Office refreshments
Personal hospitality
Special, infrequent occasions (e.g.,
retirement)
22
23. Gifts Between Employees
Remember: For group gifts on special infrequent
occasions:
Supervisors should NEVER coerce and should not
solicit subordinates for contributions for a group gift.
Contributions to group gifts are STRICTLY
VOLUNTARY in all circumstances, and no one should
be pressured into giving a gift or contributing to a
group gift.
Group gifts of no more than $300
for a supervisor.
Contributions should be
for a NOMINAL amount
(no more than $10).
Contractors should NEVER be
solicited.
23
24. Use of Government Resources
Rule: Employees shall protect and
conserve Federal property and shall not use
it for other than official purposes
5 C.F.R. § 2635.101(b)(9)
24
25. Use of Government Resources
Government Title/Position
Supplies
Equipment
Computer Systems
Government Time
Nonpublic Information
25
26. Use of Government Resources
Types of Use:
Prohibited Use:
unrelated to mission
Caution No
Authorized Use:
supportive of mission
(or limited personal use at
no or minimal cost to DoD)
Official Use:
directly related to and
Yes
necessary for accomplishing
mission
26
27. Use of Government Resources
Authorized Use: You are permitted limited use
of Government office equipment for personal
needs if:
It does not interfere with the performance of
official duties
It is of reasonable duration or frequency,
It serves a legitimate Government interest,
and
It does not reflect adversely on DoD
27
28. Use of Government Resources
Prohibited Use:
Where use adversely reflects on DoD
Where use interferes with employee or office
productivity
Where use is to conduct outside commercial activity
Communication System Prohibitions:
Pornography
Chain letters EMAIL??
Unauthorized fundraising
Solicitations or sales
Other inappropriate uses (overburdening
DoD’s communication system) 28
29. Use of Government Resources
Misuse of Position:
You may not use your DoD position for
personal gain or for the benefit of others
(this includes family, friends, neighbors
and individuals that you are affiliated with
outside the government).
You may not solicit other Federal
personnel for a personal activity while on
duty.
29
30. Use of Government Resources
Non-Public Information: Protect nonpublic
information from unauthorized disclosure. Nonpublic
information includes:
Classified information
Internal DoD information (e.g., deliberative
records)
Privacy Act-Protected Records (e.g., personnel
records)
Budgetary
Confidential Procurement Information (e.g., bid,
proposal, and source selection)
Trade Secret
E.g., You may not use non-public information for
personal business, teaching, speaking, or writing.
30
31. Use of Government Resources
Government Motor Vehicles
•Official Purposes Only
•Essential to DoD function
•Use consistent with purpose for which vehicle was
acquired
31
32. Use of Government Resources
Government Motor Vehicles
•Official Use
• Meetings, site visits
• Conferences, place of duty
•Unofficial Use
• Attending official ceremony in personal
capacity
• Buying supplies for unofficial office event
32
33. Use of Government Resources
Government Motor Vehicles
Official Business - Away from Duty Station
When TDY, May Use Government Motor Vehicle:
•Between temporary lodging and Places of official business
•Places for health and comfort
(Restaurants, drugstores, cleaning establishments, etc.)
Beware
•Not to distant restaurants if adequate restaurants are
closer
•Not for entertainment or recreational purposes
33
34. Use of Government Resources
Government Travel Cards
Must be used for Official Expenses
Exceptions:
Vendors do not accept card
Laundry, parking and local transportation
Travel Approval Authority has complete list of
exceptions
34
35. Fundraising
Logistical Support (Not Personnel)
JER 3-211b, DoDD 5410.18
Command may provide support when
No interference with official duties; no detraction from
readiness
Serves DoD relations with immediate community, DoD
public affairs interests, or military training interests
Appropriate to associate DoD with event
Event is of interest and benefit to local community or
DoD
Command is able and willing to provide same support to
comparable events sponsored by similar NFEs
Not restricted by other statutes
DoD support is incidental to fundraiser
35
37. Fundraising
Mere Attendance
5 C.F.R. § 2635.808(a)(2): DoD personnel may
merely attend a fundraiser in their official capacity if
the sponsor does not use their attendance to
promote the event
JER 3-200: DoD personnel may attend NFE
meetings or similar events in their official capacity if
there is a legitimate Federal Government purpose
No active or visible participation
37
38. Fundraising
Personal Fundraising
DoD personnel may fundraise in their personal
capacities provided that they:
Act exclusively outside scope of official duties
Do not use or permit others to use their official
titles, positions, organization names, or any
authority associated with their office to assist the
fundraising
Do not solicit in the Federal workplace
Do not personally solicit from subordinates or
prohibited sources
Person-to-person versus group
Behind-the-scenes participation
38
39. Political Activities
Members on Active Duty should not engage in
partisan political activity, and members not on
active duty should avoid inferences that their
political activities imply or appear to imply official
sponsorship. DoDD 1344.10, para 4.
Members of the Armed Force may not wear the
uniform during or in connection with furthering
political activity or when an inference of official
sponsorship for the activity maybe drawn. DoDI
1334.01, para 3.1.2.
39
40. Political Activities
Permitted political activities. Limited “private citizen”
standard. Permitted activities include:
Register, vote and express personal opinions;
Encourage other military members to exercise voting
rights;
Join a political club, and attend political meetings and
rallies as a spectator when not in uniform;
Make monetary contributions to a political organization;
Sign petitions for specific legislative action or place
candidate’s name on the ballot;
Write letters to the editor expressing personal views (so
long as not part of organized letter writing campaign);
Bumper stickers on private vehicles.
40
41. Political Activities
Does not preclude personal participation in local
nonpartisan political activities, so long as:
Not in uniform.
No use of Government property or resources.
No interference with duty.
No implied Government position or involvement.
41
42. Political Activities
Prohibited political activities. A military member
may not:
Use official authority to influence or interfere;
Be a candidate for, hold, or exercise functions of a civil
office,
Participate in partisan political campaigns, speeches,
articles, TV/radio discussions;
Serve in official capacity/sponsor a partisan political club;
Conduct political opinion survey;
Use contemptuous words (10 U.S.C. § 888);
March or ride in partisan parades;
Participate in organized effort to transport voters to polls;
Promote political dinners or fundraising events;
Attend partisan events as official representative of Armed
Forces;
Display large signs/banners/posters on private vehicles. 42
43. Off-Duty Employment
Basic Rule
Basic Rule-5 C.F.R. §2635.802
Employees shall not engage in outside
activities that conflict with official duties
Activity conflicts exist when:
prohibited by statute or regulation
or would require disqualification from matters so
central to official duties that ability to perform
duties of position is materially impaired
43
44. Off-Duty Employment
Commands may require prior reporting of outside
employment
May prohibit if detracts from readiness or poses a
security risk
“Agency Designee” must approve employment of
SF-278/OGE 450 filer by prohibited source
Applies on terminal leave
44
45. Off-Duty Employment
Teaching, Speaking & Writing Rule
DoD employees may not receive compensation for
teaching, speaking or writing if:
It’s part of their official duties,
They’re invited because of their official position
or invitation is from a prohibited source,
Activity draws on non-public information,
Subject deals with matter they’re assigned to
now or during previous 1-year period, OR
Subject deals with any announced or ongoing DoD
policy, program or operation (5 CFR 2635.807(a))
45
46. References
Specific guidance for DoD personnel may be
found on the DoD Standards of Conduct Office
(SOCO) website at
http://www.dod.mil/dodgc/defense_ethics/
See in particular:
In DoD 5500.7-R, Joint Ethics Regulation
“Employees’ Guide to the Standards of
Conduct,” located on the “SOCO
Publications & Handouts” page, under the
“Ethics Resource Library” on SOCO’s
website.
46
Editor's Notes
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training EMPHASIZE : Application of UCMJ of these rules to enlisted. Avoid Congressional investigation and penalties, including criminal, civil, administrative. Meet your ethics program requirements (e.g., complete annual requirements like file financial disclosure, employment certification).
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training Indirect gifts given to: Parent, spouse, sibling, child, dependent relative because of that person’s relationship to the employee EMPHASIZE : Regardless of whether an exception applies, you may NEVER solicit or coerce the offering of a gift .
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training TAKE AWAY – May be omitted in discussion.
DoD Pentagon 2009 Annual Ethics Training TAKE AWAY – May be omitted in discussion.
DoD Pentagon 2009 Annual Ethics Training TAKE AWAY – May be omitted in discussion.
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training EMPHASIZE : Examples of what isn’t a wag: NO SPORTING EVENTS INTIMITATE/CLOSED DINNERS
DoD Pentagon 2009 Annual Ethics Training Exceptions : A supervisor may accept gifts from subordinates and people whom make less than him: If the gift is given to on special, infrequent occasions of personal significance, such as marriage, illness, birth of a child, retirement, or resignation. If the gift is given on an occasion when gifts are traditionally given or exchanged, such as a birthday or Christmas; but then only if the gift is valued at $10 or less. (aggregating all contributions) If the gift is office refreshments, a small amount for food, which will be shared in the office among all employees. If the gift is a meal or party at a subordinate’s residence. [As a supervisor, you may give an appropriate hospitality gift (a bottle of wine, flowers) in such an occasion ]
DoD Pentagon 2009 Annual Ethics Training Exceptions : A supervisor may accept gifts from subordinates and people whom make less than him: If the gift is given to on special, infrequent occasions of personal significance, such as marriage, illness, birth of a child, retirement, or resignation. If the gift is given on an occasion when gifts are traditionally given or exchanged, such as a birthday or Christmas; but then only if the gift is valued at $10 or less. (aggregating all contributions) If the gift is office refreshments, a small amount for food, which will be shared in the office among all employees. If the gift is a meal or party at a subordinate’s residence. [As a supervisor, you may give an appropriate hospitality gift (a bottle of wine, flowers) in such an occasion ]
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training
DoD Pentagon 2009 Annual Ethics Training TAKE AWAY – May be omitted in discussion.
DoD Pentagon 2009 Annual Ethics Training TAKE AWAY – May be omitted in discussion.
DoD Pentagon 2009 Annual Ethics Training EMPHASIS : Discuss examples of “legitimate gov’t interest” Use of Blackberry while on official travel Attendance at inter-govt orgs related but not assigned as part of official responsibilities (e.g., IEC) CONCLUSION: Rarely appropriate to authorize use of supplies. Not appropriate to authorize use supplies in support of a private business.
DoD Pentagon 2009 Annual Ethics Training Example : Consider discussing Hatch Act email problems. No use of email to promote success or failure partisan political activity.
DoD Pentagon 2009 Annual Ethics Training TAKE AWAY – May be omitted in discussion.