It isn't enough for companies to just to publish their Code of ethics. Without truly engaging people in why they are important, what they are and letting people explore how to live them nothing will improve.

1. Arrogance, and embarrassment follows
Does your company have a Code of Ethics? If so do your people live by it?
Autumn 2015

2. ©
BB&A
2015
Introduction
In response to many corporate scandals and disasters, businesses have developed
(and are developing) their own Code of Conduct.
2
But, sometimes
they are not worth
the paper they are
written on…

3. ©
BB&A
2015
There’s the issue of trust…
3
“We stand for respectable, honest
actions in everyday business that are
in accordance with rules…”

4. ©
BB&A
2015
Social media storm
4

5. ©
BB&A
2015
5

6. ©
BB&A
2015
$40 billion wiped off the share price
6

7. ©
BB&A
2015
Decisions with unintended consequences
7
“Winterkorn’s promise to the shareholders of VW
was to grow the company to outstrip both Toyota and
GM by 2018, to do this they had to increase sales
volumes in the US…but if the engines couldn’t cope
with the US stringent emission levels…”
Vorsprung durch Schwindel….
(The Times 24/9/2015)

8. ©
BB&A
2015
Doing what we are told…
8
“We are engineers – we fix
problems that is what we are good
at and what we are paid for!”

9. ©
BB&A
2015
The boss can’t be everywhere
9

10. ©
BB&A
2015
So why didn’t the VW Code of
Conduct prevent this scandal?
Time?
Resource?
Money?
More
important
things!
Change
fatigue!
Not
another
initiative!

11. ©
BB&A
2015
Dealing with humans…
11

12. ©
BB&A
2015
Employees: Wolves or sheep?
Rule-breakers or rule-takers?
12
People
Wolves 14% were not inclined to break rules,
but had (in their eyes exceptionally)
done so (sheep in wolves’ clothing)
30% were inclined to break rules and had
already done so (wolves in wolves’
clothing)
Sheep 22% of the workforce were not
inclined to violate rules and had not
done so (sheep in sheep’s clothing)
34% were comfortable with rule violation
but had not (yet) had occasion to do so
(wolves in sheep’s clothing)
People Sheep Wolves
vs
What to do?
Involve the wolves in
the defining process!
The unthinking sheep
need very clear
procedures!

13. Living the Code ©2015

14. ©
BB&A
2015
Why a Code of Ethics?
14
To maintain the trust of all stakeholders, especially in times of turbulence and change…
To help maintain faith, trust, confidence, credence, freedom from doubt…

15. ©
BB&A
2015
Why should we care?

16. ©
BB&A
2015
Where does the code start?

17. ©
BB&A
2015
Fundamentals of ethical behaviour
17
Value
Attitude
Ethical Behavior
Wisdom and
Knowledge
Experience promotes wisdom that helps convert
information to knowledge.
Using knowledge to solve
problems ethically and to do what
is right.
Self-control
Self-control means effectively managing reactions
to challenging situations and temptations.
Putting personal motivations aside
and acting with objectivity by doing
what is right.
Justice
Acting justly and fairly is a long-term driver of
ethical behavior; remember the “Golden Rule.”
Establishing just and mutually
agreed upon criteria and
administering them fairly to all
people.
Transcendence
The belief in a power and source outside oneself
reduces self-serving actions and increases humility.
Putting institutional and/or
stakeholder interests above self
interests. Identifying a personal
purpose that is aligned with
organisational mission.
Love and
Kindness
Treating people with kindness helps increase the
reservoir of positive affection and love.
Recognising and encouraging
others for their contributions.
Courage and
Integrity
Ethics requires the courage to do the right things
consistently without regard to personal
consequences.
Making unpopular decisions based
on fair consideration of the facts.

18. ©
BB&A
2015
Ethics touches everything
18

19. ©
BB&A
2015
Ethics touches everything
19
Changing the content of your
conversations will change your
culture…

20. Thank you!
To find out more, please contact:
Gideon Bernto
t: +44 (0)1252 820812
m: +44 (0)7918 737472
e: gideon.bernto@bbanda.co.uk