Code of conduct

code of conduct

1 code of conduct

кодекс поведения
Документ, разработанный Международным Олимпийским комитетом, который, будучи подписанным представителями МОК, НОК и генерального агента по продаже, удостоверяет официальное назначение Национальным Олимпийским комитетом генерального агента по продаже билетов. Этот документ определяет стандартные рабочие процедуры и условия, которые должен соблюдать генеральный агент для организации продажи билетов.
[ Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов ]

code of conduct
IOC document which needs to be signed by the IOC, the NOC and the GSA in order to approve NOC’s appointment of a GSA. The objective of this document is to standardize the working procedures of the GSA and to set the conditions a GSA is to respect in order to sell tickets.
[ Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов ]

Тематики

2 code of conduct

3 code of conduct

4 code of conduct

5 code of conduct

6 code of conduct

7 CODE OF CONDUCT

8 Code of Conduct

9 code of conduct

10 code of conduct

11 code of conduct

12 code of conduct

13 code of conduct

14 code of conduct

15 code of conduct

16 Code of Conduct for Clearing and Settlement

17 code of conduct for the transfer of technology

18 Code of Conduct Tribunal

19 Code of Conduct for International Election Observers

20 Code of Conduct for Judicial Employees

См. также в других словарях:

code of conduct — ➔ conduct2 * * * code of conduct UK US noun [C] SOCIAL RESPONSIBILITY ► a set of rules about how to behave and do business with other people: »The pharmaceutical industry s voluntary code of conduct says doctors may not be given gifts in exchange … Financial and business terms

Code of Conduct — bezeichnet: allgemein einen Verhaltenskodex Titel eines 1999 für den Philip K. Dick Award nominierten Science Fiction Romans von Kristine Smith Titel einer Making of Dokumentation über den Film Eine Frage der Ehre (A Few Good Men) von 2001 … Deutsch Wikipedia

Code of conduct — A code of conduct is a set of rules outlining the responsibilities of or proper practices for an individual, party or organization. Related concepts include ethical codes and honor codes. In its 2007 International Good Practice Guidance, Defining … Wikipedia

Code of conduct — Ein Verhaltenskodex, englisch Code of Conduct, ist eine Sammlung von Verhaltensweisen, die in unterschiedlichsten Umgebungen und Zusammenhängen abhängig von der jeweiligen Situation angewandt werden können bzw. sollen. Im Gegensatz zu einer… … Deutsch Wikipedia

code of conduct — codes of conduct N COUNT The code of conduct for a group or organization is an agreement on rules of behaviour for the members of that group or organization. Doctors in Britain say a new code of conduct is urgently needed to protect the doctor… … English dictionary

code of conduct — noun a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group (Freq. 1) • Syn: ↑code of behavior • Hypernyms: ↑convention, ↑normal, ↑pattern, ↑rule, ↑formula … Useful english dictionary

code of conduct — komercinės veiklos subjektų elgesio kodeksas statusas Aprobuotas sritis civilinė teisė ir procesas apibrėžtis Vienos arba kelių konkrečių komercinės veiklos arba verslo sričių komercinės veiklos subjektų susitarimo pagrindu nustatytos, bet… … Lithuanian dictionary (lietuvių žodynas)

code of conduct — A statement setting out the guidelines regarding the ethical principles and acceptable behaviour expected of a professional organization or company. For example, the Market Research Society has a professional code of conduct and utility companies … Big dictionary of business and management

Code of Conduct (affiliate marketing) — The Publisher Code of Conduct or Code of Conduct is a guideline for ethical online advertising. It was released by the affiliate networks Commission Junction, now part of ValueClick (NYSE:VCLK), but an independent company at that time, BeFree, a… … Wikipedia

Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief — The Code of Conduct for International Red Cross and Red Crescent Movement and NGOs in Disaster Relief was drawn up in 1992 by the Steering Committee for Humanitarian Response to set ethical standards for organizations involved in humanitarian… … Wikipedia

Code of Conduct for Clearing and Settlement — The European Code of Conduct for Clearing and Settlement (Code of Conduct) is an initiative of European securities exchanges, clearing houses and central securities depositories to set a uniform rules for trading, clearing, settlement and custody … Wikipedia

Источник

Code of Conduct

A code of conduct is the most common policy within an organization. This policy lays out the company’s principles, standards, and the moral and ethical expectations that employees and third parties are held to as they interact with the organization. A code of conduct is an integral part of compliance efforts as it provides documentation that an employee or third party has violated company policy if illegal activity arises. Let’s explore what a code of conduct means and the impact it can have on an organization.

What is a Code of Conduct in the Workplace?

A company’s code of conduct is a policy that outlines principles and standards that all employees and third parties acting on behalf of the company must follow. The code of conduct reviews the organization’s mission and values and ties these ideals to professional behavior standards. In many workplaces, codes of conduct become benchmarks of performance.

Why is Having a Code of Conduct Important?

A code of conduct serves as a reference point for employees to make better choices on a day-to-day basis. While every possible ethical dilemma an employee might encounter won’t be spelled out, the code should lay out the guiding principles by which employees should act and therefore lead there workforce to make the right decision.

Having a strong, ethical code of conduct is essential to building a culture of compliance throughout an organization. A code of conduct is an excellent exercise to focus the leadership team on how employees should behave at work and the standards they should uphold. These standards can have massive impacts on how the organization functions, how employees conduct themselves daily, and how the workforce interacts with others on behalf of the organization.

On top of ethical reasons, there are legal reasons for implementing a code of conduct as well. All public organizations in the U.S. are required by law to have a code of conduct in place. Private organizations would be smart to take note of this as well.

What Should a Code of Conduct Include

There are a few common elements that every code of conduct should feature. An ethical code of conduct should include a letter from the CEO, reiterate the company’s values, and outline how violations are handled.

The letter from the CEO should emphasize the organization’s commitment to these standards. The note is an opportunity to express the leadership team’s prioritization of compliance and ethics.

The code of conduct is a great place to drive the organization’s values home with employees and third parties because they will be signing and therefore agreeing to uphold these standards. Selecting your organization’s values is a critical step in building a flourishing business, and establishing a culture of compliance.

Finally, a code of conduct should inform how violations of the code of conduct are handled internally at the organization and mention the external legal risks. The code should also review the proper channels for reporting misconduct if out-of-line behavior is witnessed.

What is an Effective Code of Conduct in an Organization?

Best-in-class codes of conduct have a few traits in common.

First, they are regularly reviewed. Updating the organization’s code of conduct on an annual basis ensures that the content is up-to-date and relevant as things are always changing within organizations. The code should be a living, breathing document that is highly relevant to employees and their work.

Second, the signatures are properly managed by a policy deployment solution that tracks signatures and time stamps dates. You can write the best code of conduct in the world, but if you don’t correctly deploy it to your employees and third parties, what was the point? Strive for your employees and third parties to sign the code of conduct and understand the contents and implications.

Lastly, an effective code of conduct is digestible by the audience it is intended for. It is not inundated with legal speak that only the lawyers at the company can understand but instead written in an uncomplicated format that is easy for all to comprehend. While this may seem like a simple point to emphasize, its impact on the adoption and impact of the code of conduct within an organization can not be overstated.

Источник

How to Develop a Code of Conduct for Your Company

Code of Conduct Defines the Significant Values and Beliefs of a Business

Susan Heathfield is an HR and management consultant with an MS degree. She has decades of experience writing about human resources.

What Is a Code of Conduct?

A Code of Conduct is a written collection of the rules, principles, values, and employee expectations, behavior, and relationships that an organization considers significant and believes are fundamental to their successful operation.

A Code of Conduct enumerates those standards and values that make an organization remarkable and that enable it to stand out from similar organizations. The Code of Conduct is named by an organization to reflect the culture that is present in the organization and to make a statement that all employees and other stakeholders hear.

The written code of conduct provides guidance for employees, customers, and any other stakeholders as to what is deemed most significant, valued, and desirable in relationships, interactions, and the organization’s worldview.

The Purpose of the Code of Conduct

While Code of Conduct is a popular title for this written document and its series of expectations, other companies call it their Code of Business Ethics, Code of Ethical Business Conduct and Code of Ethics and Standards. The last is popular in professional associations.

No matter what an organization calls it, the Code of Conduct serves as a framework for ethical decision making within an organization. The Code of Conduct is a communication tool that informs internal and external stakeholders about what is valued by a particular organization, its employees, and management.

The Code of Conduct is the heart and soul of a company. Think of a Code of Conduct as an in-depth view of what an organization believes and how the employees of an organization see themselves and their relationship with each other and the rest of the world. The Code of Conduct paints a picture of how employees, customers, partners, and suppliers can expect to be treated as a result.

Development of the Code of Conduct

All sorts of organizations develop a Code of Conduct. Companies develop a Code of Conduct to promulgate principles and ethics that will make them attractive to customers, employees, and other stakeholders.

Non-profits create a Code of Conduct for these reasons and to ensure that employees and clients understand and trust their mission of service. Professional associations develop a Code of Conduct for similar reasons and to suggest standards for ethical behavior across an entire industry and in the professional behavior of its members. The Code of Conduct should drive all interactions and representations.

Codes of Conduct Earn Fame for Their Companies

Several examples of a Code of Conduct were so powerful in guiding the behavior, standards, and ethics of an organization that they became famous in and of themselves.

At Johnson & Johnson, for example, Robert Wood Johnson, company chairman from 1932 to 1963 and a member of the organization’s founding family, wrote their famous Credo in 1943. 

The IBM Code of Conduct offers extensive descriptions of each principle so people and employees will understand clearly the company’s expectations. 

Code of Conduct for an Organizations’ Suppliers

A Code of Conduct can also be a document that details an organization’s expectations and requirements of its vendors, suppliers, and partners. Also commonly called a supplier code of ethics, the Code of Conduct lays the groundwork for the organization’s relationship with its partners.

For example, Apple’s (and the Electronics Industry’s) Supplier Code of Conduct states that «Apple is committed to the highest standards of social and environmental responsibility and ethical conduct. Apple’s suppliers are required to provide safe working conditions, treat workers with dignity and respect, act fairly and ethically, and use environmentally responsible practices wherever they make products or perform services for Apple.» 

Another frequent component of the Code of Conduct for suppliers is that they are discouraged from offering gifts to employees who, by their Code of Conduct, are unable to accept them lest there be any questionable use of their services.

Develop and Integrate the Code of Conduct

A Code of Conduct is written by a senior leadership team; developed by a cross-section of employees from various functions; or designed by organization development, corporate communications, marketing, supplier relationships, and/or Human Resources staff, depending on the organization and its internal mode of operation and management style.

A Code of Conduct that is developed either by a powerful, esteemed executive, often also the owner, or by a cross-section of employees sans such an executive’s influence, is easier to incorporate and integrate. It is more likely to affect the actual beliefs and operation of an organization.

The Code of Conduct will more likely achieve full implementation and integration within the organization when more stakeholders are actively involved in its creation. Employee involvement creates employee ownership which is the soul of an organization’s implementation of a Code of Conduct.

Like the process recommended for the development, alignment, and communication of an organization’s values or the integration of a strategic plan, participation contributes to the successful integration of a Code of Conduct. Use these same recommended steps for your process to develop your Code of Conduct.

Disseminate the Code of Conduct

A Code of Conduct is published and disseminated to its employees, and to existing and potential stakeholders such as members of the board of directors, customers, partners, vendors, suppliers, potential employees, and the general public. It is the image that the company wants to convey to these stakeholders about who the company is and what these stakeholders can expect in terms of value-driven treatment.

Frequently posted on the organization’s website and in their annual report to shareholders, the Code of Conduct is both an internal commitment to a standard of behavior and beliefs and a public declaration of the organization’s position on a set of standards, values, principles, and beliefs

See Codes of Conduct Examples

Here are several remarkable examples of codes of conduct, that are available online, to provide guidance as you develop your employee and company code of conduct.

Источник

18 of the Best Code of Conduct Examples

A great code of conduct is concise, easy to understand and reflects the values of an organization. Write or update your own code of conduct using these outstanding examples.

Does your code of conduct need a refresh?

If your code of conduct isn’t up to date with your company’s current vision, values, and mandate, it won’t work to prevent misconduct. Write or update your document today using this free template.

Jump to a company:

Hanes Brands

Kellogg Company

Starbucks

Pepsico

Mastercard

Microsoft

Allstate

Royal Caribbean Group

Best Buy

General Motors

L’Oreal

Kohl’s

Nokia

Hewlett-Packard

In February 2022, CNN president Jeff Zucker was forced to resign when the network discovered he had been hiding a romantic relationship with another employee. While office romances are not prohibited at CNN, employees are required to disclose them.

Though this incident ousted a top figure in the company, CNN did the right thing by enforcing their policy as soon as they discovered an infraction.

Your organization’s code of conduct should be clear in both its rules and consequences, as well as applied consistently, regardless of the person’s position. A strong code of conduct can also reduce your company’s risk of embarrassing public scandals and protect your employees from harm.

For example, a zero-tolerance approach to harassment could deter a manager from yelling at their employees. Or, explaining your company’s conflict of interest policy might keep an employee from unwittingly committing fraud.

Encouraging an ethical culture with your code of conduct creates a safer, more productive workplace while helping you prevent internal incidents.

Not sure where to start when writing yours? These examples from honorees on Ethisphere’s World’s Most Ethical Companies list show how to create a document that’s thorough, engaging, on-brand, and helpful.

What Makes a Great Code of Conduct?

Writing a strong code of conduct requires a thorough understanding of your company, including its culture, mission, values, and vision.

A great code of conduct is:

Below are 18 outstanding code of conduct examples that you can use as inspiration to update or write your own.
(A ✓ denotes a particularly exceptional feature of the code of conduct)

Источник

Code of Conduct: почему разработчики ядра Linux угрожали удалить свой код — разбираемся в конфликте

В сентябре совет директоров Linux Foundation принял новый кодекс поведения для разработчиков ядра Linux — Code of Conduct (CoC). По задумке авторов, он должен был решить проблемы, связанные с дискриминацией, и улучшить эмоциональную обстановку среди разработчиков.

Некоторые программисты назвали это попыткой излишнего регулирования и начали угрожать удалить написанный ими код из ядра Linux. Подробнее о ситуации — далее.

Предыстория

В середине прошлого месяца Линус Торвальдс объявил, что возьмет перерыв в управлении разработкой Linux. По словам Торвальдса, ему нужно время, чтобы обдумать свою манеру общения с людьми (создатель Linux известен резкими высказываниями в адрес коллег). В рассылке LKML он извинился перед всеми, кто покинул сообщество из-за его критики.

На время «отдыха» Линуса руководство на себя принял Грег Кроа-Хартман (Greg Kroah-Hartman), который занимается поддержкой стабильной версии ядра. Он и предложил принять новый кодекс поведения — Code of Conduct. Документ решили внедрить, чтобы изменить культуру общения в сообществе.

Code of Conduct основан на стандарте Contributor Covenant, который также используют разработчики Ruby on Rails, Swift, Golang и JRuby. Документ описывает правила поведения с другими программистами и делает упор на запрет любой дискриминации.

Разработчики против правил поведения

Многие разработчики не согласны с введением CoC: они опасаются, что новые правила приведут к излишнему регулированию. Некоторые даже призвали всех несогласных не просто уйти из сообщества, а запретить использовать код, написанный ими для ядра.

Все началось с письма программиста Джоуи Пабалинаса (Joey Pabalinas), в котором он раскритиковал принятый документ. По его словам, кодекс не решает проблем с культурой общения, а, наоборот, делает атмосферу в комьюнити недружелюбной. Джоуи считает, что CoC приведет к делению участников на «хороших» и «плохих» и незаслуженным исключениям из сообщества.

Особое недовольство вызвала процедура CoC, по которой можно запретить любому разработчику коммитить свой код, если участники решат, что личность автора им не нравится. Также членов сообщества беспокоят расплывчатые формулировки в кодексе, которые можно интерпретировать по-разному (например, «унизительные комментарии»). При этом документ не описывает четких рамок для определения наказания для провинившихся.

Наконец, третьей причиной, которая вызывает вопросы у разработчиков, являются культурные различия. Так как CoC предлагает единый стиль общения, люди из разных стран (в том числе тех, для которых английский не считается государственным) могут начать испытывать трудности в подборе «правильных формулировок».

Существует ли угроза ядру Linux

«Легенда open source сообщества» Эрик Рэймонд (Eric Raymond) предположил, что недовольные разработчики действительно способны запретить использовать свой код в ядре Linux.

Операционная система выпускается под универсальной общественной лицензией GNUv2. Противники Code of Conduct cсылаются на то, что в ней нет пункта о запрете расторжения соглашения между автором кода и открытым проектом (в GNUv3 такой пункт есть). Поэтому они убеждены, что имеют право обязать совет Linux Foundation изъять код из ядра.

/ фото Matt Madd CC

И подобные прецеденты в open source сообществе уже были. Два года назад программист Азер Кочулу (Azer Koçulu) получил от юристов мессенджера Kik письмо, в котором они требовали переименовать модуль с таким же названием (kik), опубликованный в менеджере пакетов npm. Азер ответил отказом, и тогда представители Kik написали уже администрации npm. Те поддержали требование и сменили владельца kik без разрешения автора.

В ответ Кочулу отозвал все написанные им модули npm и залил на GitHub. Но среди них оказался один из популярных модулей left-pad, который состоял из одиннадцати строчек кода. Он нужен для работы Node.js, Babel и большого числа других систем.

Вот так выглядит код «модуля раздора»:

Отзыв этого небольшого кода привел к ошибкам в работе мировых сервисов.

Тем не менее программист и создатель лицензии GNU Ричард Столлман (Richard Stallman) говорит, что с ядром Linux будет другая история. Якобы этот код нельзя так просто взять и отозвать. В тексте GNU сказано, что разработчик программы позволяет другим копировать, модифицировать или распространять её код. И это право нельзя отнять.

Слова Столлмана уточнили юристы из некоммерческой организации Software Freedom Conservancy, которая создала руководство по лицензии GNU. Они опубликовали пояснение, в котором проанализировали текст соглашения. По их словам, создатель приложения или утилиты не может вынудить пользователей удалить её. Однако может запретить распространять свой код в будущем.

Также юристы написали, что отменить согласие на использование кода нельзя из-за принципа эстоппеля, или promissory estoppel. Этот международный принцип запрещает расторгать устное соглашение, если это нанесет ущерб другой стороне. Запрет на использование кода определённо выльется в большие проблемы для множества компаний. Поэтому в Software Freedom Conservancy считают, что исход с отзывом кода маловероятен.

Как говорит Эрик Рэймонд, все проблемы с CoC связаны с тем, что он не соответствует цели, вокруг которой построено сообщество, — разработке качественного кода. Он призвал сторонников и противников кодекса вместе сформулировать ценности разработчиков ядра и понять, почему люди хотят участвовать в этом проекте. Это позволит установить правила поведения, которые устроят всех, и в дальнейшем более эффективно развивать ядро Linux и другие открытые проекты.

Источник

Что такое Code of Conduct и как он будет работать?

Видя накал страстей в чате, очевидно, что тема очень и очень важная и чувствительная для многих участников, глубоко неравнодушных к ruSO, как по самой сути принятого Code of Conduct, так и по тому, как подобные изменения будут приниматься и попадать на ruSO «сверху» в дальнейшем.

Это открытый вопрос к @NicolasChabanovsky (судя по его ответам в чате, он за это не отвечает), к администрации и модераторам ruSO с просьбой, сделать пожалуйста пост на Мете про новый Code of Conduct:

Уже больше недели идет обсуждение деталей принятого Code of Conduct (в т.ч. Стоит ли нам полностью запретить иронию и сарказм на сайте?), и в то же время, до сих пор нет официальной позиции от представителей администрации.

2 ответа 2

TL; DR: Ничего особо не меняется и это хорошо.

Я не Николас, а рядовой участник сообщества, но с учётом того, что Николас упрямо настаивает на позиции, что на мете нет вопросов, которые могут быть адресованы лично одному человеку (даже если это представитель администрации), то я отвечу так, как вижу ответ на эти вопросы.

Я понимаю, что вы бы хотели адресовать вопрос администрации. Вполне логично. Дело в том, что на SO другой подход к публикации вопросов на Мете. Если вы хотите ответ от администрации, вы можете задать вопрос через форму обратной связи. На мой взгляд, модераторы (кто–либо из них) часто могут лучше меня разобраться в каком–то вопросе. Я не вижу причин, зачем не давать им возможность поделиться идеями.

Если хотите получить ответ раньше сентября, пожалуйста, адресуйте его всем. В этом случае, тот, кто разобрался ответит вам в самое ближайшее время.

Повторюсь, сделайте ваш вопрос соответствующим модели публикации вопросов на SO. Вопросы не могут быть адресованы одному участнику. Они задаются всем.

Предвижу заранее негатив, что не тот человек ответил и что ответы совершенно не те, которые ожидаются. Ну, из песни слов не выкинешь.

Документ является «рамочным» и «высокоуровневым», там написано общими словами за всё хорошее против всего плохого.

Для чего нужны такие общие документы? Для того, чтобы использовать. Это не какой-то конкретный список стоп-слов, за которые будут банить модераторы, это просто постулирование: у нас есть институт модераторов, они решают вопросы.

Там нет никаких подробностей, что это за модераторы (их сейчас избирают, но об этом ничего не сказано), там нет подробностей о конкретных вариантов за что можно поставить флаг (и они периодически неожиданно меняются).

И это даёт гибкость: можно не меняя документ ввести новые опций за что флагать или перестать выбирать модераторов, а назначать их по представлению менеджера сообщества. Какие-то темы нужно смотреть в других документах, они там раскрыты более подробно, какие-то темы вряд ли будут раскрыты, например список матерных слов. (тот самый аргумент про «оскорбить можно любым словом»).

Написан он владельцами сайта stackoverflow и отражает их вИдение идеального сообщества. Фактически, этот документ должен был стать заменой ныне удалённого документа be-nice. (Я лично не вижу особого повода для замены: и прошлый и текущий содержали настолько прекраснодушные абстракции, что под них можно подогнать всё, что угодно.)

Компания старается учесть это:

Но всё же необходимо понимать, что компания не обязана пытаться соблюсти все до единого интереса (бесконечное число участников привести к единым правилам будет бесконечно сложно из-за наличия противоречащих установок).

насколько верен его перевод и может ли он быть дополнен/улучшен

Перевод выполнялся добровольцем @Arhad, после чего допиливался другими добровольцами, среди которых отдельной строкой выделю @Aer, который является избранным модератором сообщества Русский язык.

Может ли быть улучшен перевод? Разумеется может. Для этого переводы публикуются на мете, где происходит обсуждение и редактура, любой участник может принять участие в этом процессе. Есть некоторый процесс, защищающий от вандализма при переводе, перевод не появляется мгновенно на сайте, там несколько ступеней.

как он влияет на ruSO и участников

Заинтересовавшимся дам пару ссылок на темы, в которых это затрагивалось:

Соответственно, CoC влияет на жизнь участников ruSO самым непосредственным образом: можно про CoC ничего не знать, но тем не менее он регламентирует один из важных столпов сообщества.

Немногие видят сайт в реальном времени и есть оперативное модерирование сайта, которое вычищает значительную часть неприемлемого контента (флаги участников, действия автоматических скриптов и действия модераторов).

И это в общем-то хорошо, даёт чистый сайт с минимизацией усилий.

Что делать, если под каток правил попали вы сами?

А во-вторых, в том же CoC заложены механизмы, что делать если вы считаете, что под каток попали по ошибке: пишите через форму обратной связи.

Это очень распространённое опасение, даже несмотря на то, что в формулировках по-максимуму используются слова, которые несут оттенок рекомендации и избегают явного запрета.

Увы, но опасения и страхи вещь иррациональная и бороться с этим можно только долгой работой и разъяснениями.

как им следует руководствоваться участникам

Ну и немного серьёзности. Поделюсь двумя наблюдениями.

Во-вторых, мне иногда кажется, что некоторые участники изначально приходя на сайт придумают себе фабулу «я пришёл сюда спасать мир», потом придумывают некоторые правила «я спасу тебя только если ты «, потом когда не увидят этого в вопросе начинают испытывать злость и раздражение. Примеры если кому интересно могут всплыть в чате, на мете, но рассчитываю, что их вам искать не стоит. И да, там же я давал рецепт:

Так лучше НАКАЖИТЕ спрашивающего тем, что просто не дадите ответ. Это уже само по себе страшное наказание, а уже если закрыть право на ответ или минусом закрыть право задавать новые вопросы.

В остальном же: поступайте как участник так, как вам хочется, в пределах правил вы вольны делать всё, что пожелаете. Свобода и демократия, все дела.

как им будут руководствоваться модераторы

Во-первых, я хочу процитировать слова одного очень уважаемого мной модератора:

Здесь говорится о двух вещах: что модераторы обязаны соблюдать правила, поэтому старайтесь наголосовывать правила для модераторов с умом и не играть со спичками, которыми сами можете обжечься. И о том, что следует различать «рекомендацию» и «обязанность».

Во-вторых, я хочу напомнить, что помимо CoC есть и другие документы, которые регламентируют правила сайта. Например по модерации есть Теория модерации, возможно и другие документы. Вот нашлось ещё: Справка > Репутация и модерация > Кто такие модераторы и какова их роль?

будет ли он источником новых банов

Лично я не вижу никаких новых источников. Ругань, мат и прочие плохие вещи были и при старом be nice запрещены, этих источников вполне много.

Разумеется, уже произошли некоторые изменения в текстовках флагов, но кардинально там ничего не поменялось.

каковы возможности по его изменению (демократически или как-то иначе),

как сообщество сможет повлиять на некий будущий CoC2.0

Как-то так. Надеюсь, что помог прояснить ваши вопросы.

Бонусы. Ответы на незаданные но смежные вопросы.

Хочу напомнить, что именно подобное поведение неизбежно привело к тому, что некоторые участники обманулись в своих ожиданиях что so является демократией и именно это привело нас к одному из самых масштабных кризисов русского сайта за всё время, которое повлекло уход пользователя являющегося лидером по репутации (ТОП-1).

Напоминаю – и на основании прошлого опыта предостерегаю от повторения подобного в будущем:

Неопределённость является отличнейшей питательной средой для роста непонимания, страха, недоверия у участников и это просто неприемлемо!

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Code of Conduct

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Published April 8, 2022

A code of conduct is a vital asset for any company to have.

In this article you will learn:

What is a code of conduct?

Often codes of conduct take big picture ideas tied to the business’s overall mission and core values and relate them to the behavior and practices they desire from staff on a day-to-day basis.

Creating a code of conduct is a statement from leadership laying out their expectations and communicating the ethical principles they feel are most fundamental to success. Generally, it reflects the culture already present, or the culture leadership is looking to promote.

A code of conduct is closely related to a code of ethics, to the extent where the phrases are often interchangeable.

However, while there is tremendous overlap, there is also a slight nuance between the two

Generally, both are combined into a single document, and an organization rarely has a different code for each.

A code of conduct in practice can range from big picture ideals to specific rules. For example, a code of conduct can outline how employees should behave to reflect the organization’s wider mission, but it can also define fixed regulations related to internal practices such as dress code or break policy.

A code of conduct could emphasize ethical attitudes and staff communication policies to prevent conflict or harassment while also outlining the consequences for poor behaving that violates the code.

Why create a code of conduct

You can think of adopting a code of conduct as the organization making a commitment to self-regulation. Leadership is putting into writing the conduct they expect from their employees and the ethical principles they want to guide them.

With a code of conduct in place, the organization has a framework to inform ethical decision-making for each and every stakeholder. While it isn’t a turn-key solution to every dilemma an employee faces, it shows staff the organization’s guiding principles and helps them make better choices in their daily activities.

A code of conduct is also a vital part of a company’s compliance and legal policies. For example, in the US, public organizations must have a code of conduct in place. Plus, from a compliance point of view, if an employee engages in illegal activity while at work, a code of conduct provides documentation showing they broke company policy.

By creating a code of conduct:

So far, we have focused on the internal effects of a code of conduct. But creating a code of conduct also has benefits in attracting new customers. Showing the values that the organization believes in, and backing it up with actions, can help engender a positive and receptive attitude from potential customers.

The report shows the generational difference across several key factors related to alignment with values.

Being able to showcase the ethics and principles an organization stands for will only become more critical in the modern marketplace. Creating an accurate and honest code of conduct that reflects the organization’s beliefs is a great starting point to let customers know who they are supporting with their business.

What to include in a code of conduct

While all businesses are different, and no two codes of conduct are the same, recurring factors and themes are found among successful ones.

Your organization’s specific purpose for adopting a code of conduct will define the scope to aim for. Some choose to focus on only the most essential values and guidelines to not overburden employees with information they may forget. Some seek to be more comprehensive and produce documentation covering as many aspects as possible.

Your code of conduct should include information in some form regarding:

It is also essential to define the procedures and consequences of code violations where applicable. It may be more challenging to identify a code of conduct violation when it comes to company values. However, employees should know the disciplinary processes for fixed rules (harassment, tardiness, etc.).

Finally, codes of conduct are typically prefaced with a letter from the CEO that provides a personal touch and emphasizes the leadership team’s commitment to the principles and rules it contains.

Listed below are important factors to consider for inclusion in your code of conduct. These are grouped into the four main areas described above. While covering every element detailed here may seem unrealistic, especially for new or small businesses, it is better to have something in place than react and define policies after an issue arises.

1. Company values

Details and topics related to the values the company holds itself to. This section allows the company to show the ethics and beliefs most dear to them and how they put this into action. This could include but is not limited to:

2. Employee behavior

Within a code of conduct, leadership must explain to all employees what is expected of them in terms of behavior and performance. This could be related to how they treat the people around them and communicate or specifics related to how they perform their role. A company could cover numerous employee behavior topics within a code of conduct. Examples include:

3. Internal practices

In this instance, internal practices refer to defined rules related to day-to-day business practices that are easy to explain. While similar to employee behavior, it is hard to define a simple black and white definition for “Standards of professionalism.” That topic requires more explanation to convey the expectation to an employee. Whereas a company’s rules related to attendance and punctuality is a set thing that is simple to understand. Examples of the internal practices a code of conduct could contain include:

4. External practices

Finally, a code of conduct; should define the expectations for employees when dealing with external parties. For example, this could be in relation to confidential company material or a level of courtesy and respect when dealing with customers. There are many examples of external practices a code of conduct may define, such as:

Code of conduct examples

Listed below are five real-world code of conduct examples from successful companies.

Multinational financial services corporation Visa has developed a detailed and wide-reaching code of business conduct and ethics with the slogan: “Integrity. Everyday. Everywhere.”

It opens with a letter from the CEO stating the company’s commitment to integrity and the need to continually earn the trust of their clients by acting with the highest ethical standards every day. The code of conduct is structured using Visa’s six leadership Principles:

Each section offers essential rules with explanations for implementation, valuable notes, examples, and links to relevant departments and other sources of additional information.

Visa’s code of business and ethics ends with a comprehensive list of resources to help when staff are unsure what to do in any situation. The list of issues or concerns along with the corresponding contact information is impressive and includes:

Japanese tech conglomerate Sony has an informative and extensive code of conduct covering many aspects of working at the company.

It starts with Sony’s purpose and core values, followed by messages from both CEO and Executive Vice President, the second of which poses the question:

“Does this contribute to a better future for Sony and a better future for our society?”

This question, along with Sony’s ethical values of Fairness, Honesty, Integrity, Respect, and Responsibility, form the basis of their code of conduct.

From there, the code of conduct is separated into eight areas:

The code of conduct ends with an explanation of Sony’s ethics and compliance hotline. Maintained by a third party, it allows all employees to report concerns regarding breaks in the law or company policies, with the option to remain anonymous.

General Motors

American automotive company General Motors (GM) have produced a comprehensive yet easy to navigate and understand code of conduct known as “Winning with Integrity.”

It begins with an opening message from the chairman and CEO, emphasizing their fundamental commitment to ethical and honest business conduct. Straight after this message is a page dedicated to safety; it places safety for both customers and employees at the heart of everything GM does, noting why this is so critical given the products they make and sell.

The code of conduct then introduces GM’s purpose:

And core values:

GM separate the code of conduct into four sections containing related topics:

Each section explains who it applies to, how the code will be enforced, and details the company’s expectations of its employees. It also has a recurring feature known as “Which Way?” that answers questions regarding potential situations where the code should guide the employees to the desired outcome. Finally, the code of conduct ends with some closing thoughts, policy links, and a list of additional resources.

L’Oreal

French cosmetics company L’Oreal has developed an easy to follow code of ethics broken down into four sections:

“The L’Oreal Spirit” contains forewords by the CEO, Chief Ethics Officer, and the executive committee as a whole stating the commitment of the company to the code of ethics that follows. The remainder of the section contains information regarding who the code is for, how it should be used, how staff should work together, respect for human rights, and local laws and customs.

“Respecting our commitments as a business” details L’Oreals business practices concerning:

The final two sections, “Respecting our commitments as an employer” and “Respecting our commitments as a responsible corporate citizen,” explain company policy regarding how they treat employees and how they interact with the wider world.

Throughout the code, the company lays out its position through clear “We Must” and “We Must Not” lists and provides practical scenarios to demonstrate what they expect from staff. Each section also includes information and suggestions for who to report concerns to for the specific topic.

Best Buy

US electronics retailer Best Buy titled its code of ethics: “At our best. Every Decision. Every Day.”

It begins by describing Best Buy’s belief that “Magic” can happen when you connect each employee with the company’s purpose. Best Buy believes the purpose of a corporation should be to work towards a common good for its:

And these groups form the structure of the code of ethics with a section explaining Best Buy’s responsibilities and policies regarding each of the five.

The code continues with a message from the CEO and an introduction to Best Buys:

The code of ethics makes it clear who it applies to (every employee), what happens if it is violated, and the responsibilities every employee has. It emphasizes Best Buy’s expectations from its leaders and provides important details on how staff should raise concerns. In addition, Best Buy provides “What If?” examples throughout the code of ethics to show how it works in practice.

How to enforce a code of conduct

Designing and writing a code of conduct is great, but for it to have value it needs to be enforced successfully.

Tip #1. Disseminating a code of conduct

Enforcing a code of conduct starts by disseminating it widely throughout your organization. Need to be aware of the code of conduct to know the organization’s values and behave accordingly.

The most efficient way of spreading your code of conduct is through the employee handbook distributed during onboarding. In general, the process of orienting new employees is a vital time when the code of conduct needs to be made accessible and clearly explained.

Tip #2. Communication channels

In order to enforce the code of conduct, you must provide employees with effective communication channels for reporting violations. Managers should develop a safe and honest relationship with staff, so they feel confident discussing matters with them directly.

However, you should also provide anonymous channels that protect employees reporting problems. For example, if an employee has an issue with a superior or feels threatened and harassed, they may fear retribution and refrain from coming forward. The option of anonymity offers a level of protection for staff with knowledge of code violations and allows for greater enforcement.

Tip #3. Responding to a violation

Once a violation has occurred, you must gather as much information as possible from all parties involved to determine the facts, establish the severity of the issue, and respond accordingly. Consider if any laws have been broken and if other parties (police, attorneys, etc.) need to be involved.

When enforcing your code of conduct and dealing with violations, you must respond in a way that holds true to the values it contains. If leadership does not live up to the expectations defined for employees, it undermines the code of conduct and reduces morale. Always consider how the wider workforce will receive your response.

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7 Effective Code Of Conduct Examples

A professional code of conduct is a key component of some of the most successful businesses in the world. Does your business have one?

In this article, we’ll discuss the details of an effective code of conduct and give you examples you can use to create your own.

What Is A Code Of Conduct?

Put simply, a code of conduct is a set of rules that guides behavior in your business.

Unlike a code of ethics — which is a set of principles that helps employees distinguish right from wrong — a code of conduct is a written collection of rules, principles, values, expectations, and behavior that a company considers fundamental to their success.

In most businesses, this code is a direct offshoot of their company culture.

It doesn’t matter if your business is one employee or 100, everyone — you, your team, your stakeholders, your partners — will benefit from expressing what your organization believes and providing a framework for good behavior.

The Purpose Of A Code Of Conduct

Regardless of how long a code of conduct may be — and some can be very long — they all serve the same purpose: to provide a framework for ethical decision-making within the business.

As such, the organization, its management, and its employees use the code of conduct to communicate their values to each other, their customers, and those with whom they do business.

Think of the code of conduct as the heart and soul of the company and as a way to express:

As we mentioned, the code of conduct provides a framework for all decision-making within the business. If an employee or management has a question about how to handle a situation, they can turn to the code of conduct to find the answers.

What To Include In A Code Of Conduct

Every business is different and their codes of conduct differ accordingly. Despite that, consider including the following basics in yours:

It may seem like overkill to address all of these subjects — especially if your business is still small (i.e., one or two employees) — but as your company grows, every one of these points will become essential for the continued success of your team.

Now that we’ve discussed the key aspects of a good code of conduct, let’s examine several examples so you can get an idea of how to incorporate these details into your own company document.

7 Effective Code Of Conduct Examples

The best way to learn what to include in your code of conduct is to examine effective guidelines from other companies.

We’ve reproduced information — in some cases, a very small part — from the codes of conduct of some of the largest, most successful businesses on the planet, including:

Use this information below, copied from each company, as a model to create a unique set of guidelines for your own business.

(All images in these examples are the property of each respective company.)

Starbucks

“Starbucks empowers all partners to make decisions that impact our reputation. Individual actions at work shape how the world views Starbucks, which is why it’s so important that we each take responsibility for Our Starbucks Mission and act ethically in all situations.

The Standards of Business Conduct support the Global Business Ethics Policy and provide an overview of some of the legal and ethical standards we are each expected to follow every day. If you are unsure of what to do in a situation, you have support. Speak with your manager, Partner Resources or Business Ethics and Compliance about your concerns.

Google

“The Google Code of Conduct is one of the ways we put Google’s values into practice. It’s built around the recognition that everything we do in connection with our work at Google will be, and should be, measured against the highest possible standards of ethical business conduct. We set the bar that high for practical as well as aspirational reasons: Our commitment to the highest standards helps us hire great people, build great products, and attract loyal users. Respect for our users, for the opportunity, and for each other are foundational to our success, and are something we need to support every day.

Facebook

“Employees of Facebook, Inc., or any of its affiliates or subsidiaries (“Facebook”), and others performing work for Facebook or on its behalf, collectively referred to in this code as “Facebook Personnel,” are expected to act lawfully, honestly, ethically, and in the best interests of the company while performing duties on behalf of Facebook.

This code provides some guidelines for business conduct required of Facebook Personnel. Persons who are unsure whether their conduct or the conduct of other Facebook Personnel complies with this code should contact their manager, another Facebook manager, Human Resources, or the Legal Department.

This code applies to all Facebook Personnel, including members of the Board of Directors (in connection with their work for Facebook), officers, and employees of Facebook, Inc. and its corporate affiliates, as well as contingent workers (e.g., agency workers, contractors and consultants) and others working on Facebook’s behalf.

Coca-Cola

“What makes Coca-Cola one of the most admired brands in the world? It is not just our products. It is also how we do our work and the integrity of our actions. Ingrained in our culture, integrity inspires our work and strengthens our reputation as a Company that does extraordinary things and always does what is right. Integrity is the essential ingredient to our success.

Sometimes, you might face a situation where the right thing to do is not obvious. That is where our Code of Business Conduct can help. It is always here as your guide to preserving our reputation and living our values. While the Code cannot answer every question, it can show you where to go for guidance when the answer is not clear.

How Can the Code Help You? The Code enables you to:

Microsoft

“We achieve our mission by building trust with people and organizations around the globe. Our goals are only possible when people trust Microsoft and trust our technology.

Each one of us shapes our culture through our words and actions. We strive to build a diverse and inclusive culture that embraces learning and fosters trust — a culture where every employee can do their best work.

Making good decisions and ethical choices in our work builds trust in each other and with
our customers and partners. You should never compromise your personal integrity or the company’s reputation and trust in exchange for any short-term gain.

We are more likely to make ethical choices when integrity, honesty, and compliance guide our decision making. We should always be transparent about our motives, learn from our mistakes, and ask for help when faced with a difficult situation. We expect leaders and managers to foster a culture where employees feel free to ask questions and raise concerns when something doesn’t seem right.

Our Standards of Business Conduct emphasizes the role that each of us plays in building trust, and the approach you should take in making decisions. When we apply these principles in our daily work, we can move forward with confidence in our ability to make good decisions that build trust and empower our customers and partners to achieve more.

“Henry Ford once said, ‘There is a most intimate connection between decency and good business.’ He believed that the main purpose of a corporation should be to serve customers, employees, and communities. By staying true to those values, he was able to build the greatest business enterprise of the 20th century.

Today, the values of a company are even more critical to its success. As we move into the 21st century, expectations are higher and processes are more transparent. Now, more than ever, companies must not just proclaim the highest standards, they must live them every day.

The Code of Conduct Handbook will help Ford Motor Company personnel around the world understand and follow our policies and procedures. It builds on our heritage of corporate citizenship, and it updates our business practices so that we can compete ethically and fairly in all circumstances.

Today, companies must compete vigorously and ethically in a dynamic and demanding global marketplace. This requires not only compliance with numerous laws and regulations, but also recognition of the expectations and aspirations of a variety of stakeholders. Doing the right thing has become more complicated, but it is more important than ever.

The Code of Conduct Handbook is designed to give personnel the information they need to guide their actions in this challenging environment. It has been updated to be more global in scope and easier to read and understand. In addition, it will be available online in a variety of languages.

It is critical that Ford Motor Company personnel around the world adhere to the highest ethical standards so that we can earn the trust of our customers and grow our business. Being ignorant of a policy or having good intentions are not acceptable excuses.

By reading this Handbook and following its guidelines, you will help us enhance our reputation as an outstanding corporate citizen. This is not only the right thing to do – it is the best thing to do to secure the future success of our Company.

“If we think of IBM’s values as our ethical compass, then the Business Conduct Guidelines are our roadmap. They are inspired by IBMers’ core value of “trust and personal responsibility in all relationships.” They govern our interactions with clients, business partners, suppliers, developers, investors, teammates, and communities. They support us as we strive to operate with integrity at all times.

As you review the current Business Conduct Guidelines, I ask you to take a moment to reflect on how they apply today to your individual role at IBM. Think about their relevance to the products you develop. To the regulatory environments you encounter. And to the daily interactions you have with others, both inside and outside our company.

Our commitment to the responsible stewardship of IBM’s values is part of what makes us a unique and enduring company. Our longstanding reputation for ethics and integrity – built over more than a century – provides a foundation to continue IBM’s essential role in business and society, today and in the years to come. We are all keepers of this important legacy. Your thorough understanding and application of our Business Conduct Guidelines is one of the most critical ways we can uphold this responsibility.

Thank you for your dedication to these principles and for everything you do to make IBM the world’s most trusted technology partner.

How To Distribute Your Code Of Conduct

The best way to distribute your code of conduct is by making it a part of your employee handbook.

Whether you produce a print copy of your handbook, publish it online, or create a digital copy (e.g., a PDF) you can email to your employees and make sure everyone has access 24 hours a day, seven days a week.

When you use the employee handbook as the foundation for your code of conduct, you set a precedent that can have long-term beneficial effects on the way your team members work together and apart.

Include Time-Clock Rules In Your Code Of Conduct

One prime example of a code of conduct in action is the rules you set forth to govern how your employees clock in and out for work. There’s a lot riding on the results of your employees’ time cards: money, advancement, even their jobs.

Because of that, it’s vital that you establish a set of guidelines for situations when a team member has to clock in late or clock out early.

You can help your employees stay within your code of conduct by using an integrated time clock/scheduling app like Sling.

Sling’s time clock feature allows you to:

And that’s only the tip of the iceberg.

Sling also streamlines the scheduling process, simplifies communicating with your employees to find substitutes, keeps you and your team members engaged and on task, and so much more.

Visit GetSling.com today to see how you can use this free app to transform the way you, your team, and your business operate.

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How to Write an Employee Code of Conduct

As an organization, you expect your employees to meet a specific standard. You want them to interact respectfully with one another, do their best to fulfill their job requirements, and conduct themselves with a certain amount of professionalism — both inside and outside of the office.

Do you assume that these expectations are common knowledge? Do you think that you and your team have a silent understanding of what is and isn’t acceptable?

Well, you shouldn’t. Instead, it’s wise to pull these guidelines into a formal document known as your employee code of conduct.

An employee code of conduct is not only a good idea for your teams — it’s a great way to show your values to your customers too. Having a robust employee code of conduct in place, and consequences when an employee is found to be in breach of that code, shows your customers that you care about fostering a positive environment and working against unacceptable behaviour. Customers take this seriously — a Harvard Business Review survey showed that the most significant driver of brand relationships is shared values (64%).

What is an employee code of conduct?

An employee code of conduct (also called a staff code of conduct) is a set of rules about how employees can and can’t behave during work hours. It shares your expectations for how team members will conduct themselves when they’re on the clock.

A code of conduct will cover a variety of topics, from harassment or discrimination to dress code or internet usage to your working from home policy.

While many codes of conduct cover those staple issues, it’s important to remember that your code of conduct is meant to support your company’s broader mission and values. That means your code of conduct will be unique to your business.

What is the difference between a code of ethics and a code of conduct?

Many people use the terms “code of ethics” and “code of conduct” interchangeably, but they are indeed two different things. However, you may often find that they’re both included together in a company’s employee handbook.

A code of ethics is more high-level and spells out your company’s morals and values. As an organization, what do you believe and prioritize? For example, your code of ethics might state that your company treats everyone with respect. A code of ethics may also have guidelines around conflicts of interest, corruption, policies for giving and receiving gifts, and more.

Your code of conduct drills down even further and shares specific rules and policies that support those broader beliefs. So, using our “respect” example, your employee code of conduct will dig into the details of your discrimination, harassment, and bullying policies and how you respond in those situations.

In simple terms, think of your code of ethics as your guiding principles and your code of conduct as your instruction manual for living up to those values.

Who writes an employee code of conduct?

The person or department responsible for writing an employee code of conduct will differ from company to company. In most organizations, the human resources team will pull this formal documentation together.

However, that doesn’t mean they should create this document alone. The most solid codes of conduct are the result of a collaborative process between:

By sourcing opinions and feedback from across the company, you’ll create a document that’s not only clear but also covers all of the key issues for your organization.

After all, employees are likely the ones who will have the most insight into what behaviors should warrant some formal guidelines. Plus, when 34% of employees worldwide think that their company doesn’t listen to their ideas to improve the business, including them in this process is a great way to demonstrate that you value their ideas and opinions.

Why is it important to have a code of conduct in the workplace?

Think an employee code of conduct is more the exception than the rule? Think again. A reported 86% of Fortune Global 200 companies have and use a code of conduct within their organizations.

These documented guidelines and behaviors are way more than just a formality, and they offer a number of advantages including:

When it’s done well, your employee code of conduct will be way more than a stuffy rulebook that collects dust in people’s desk drawers. Instead, it’s a living document that shapes the culture and norms of your entire organization — and it’s well worth having.

How to write a code of conduct

Now comes the big question: How do you write a staff code of conduct? Here are five steps to follow when getting this document rolled out to your employees.

1. Understand what should be included

Keep in mind that your code of conduct will be unique to your company and your team. However, there are some “standard” sections that most codes cover. These include:

Those are just the basics. Your own code of conduct might need to dig deeper into things that are important to your own organization (like work-life balance or volunteerism, for example).

Remember to collect opinions and suggestions from other leaders and employees so that you can hash out an outline for a well-rounded code of conduct.

2. Create a rough draft

You’ve identified the core elements and sketched out an outline. Now it’s time to add some meat to the document by filling in the blanks and creating your rough draft.

As you work on this, it’s smart to follow a few best practices:

3. Collect feedback

When you have your rough draft ready to go, it’s smart to get a few more sets of eyes on it. Ask for some volunteers from across your company — both managers and employees — to carefully review the document.

Their focus should be less on typos and grammatical errors (although, it’s nice if they catch those too!) and more on the content of the document.

As they review your code of conduct, ask them to keep the following questions in mind:

Those opinions will be helpful as you finalize the document, and hopefully help prevent a ton of questions and confusion down the line.

4. Deliver the revised version to employees

Once you’ve incorporated those revisions and changes, you’re ready to deliver your finalized code of conduct to all of your employees.

It should include a place where employees can sign to confirm that they’ve read the code of conduct in its entirety and they agree to abide by those rules. File those signed documents away somewhere safe so you have those records if you need them.

You want your code of conduct to be something that employees can refer to when necessary, so keep it somewhere accessible to your entire team. Additionally, make sure you add a step in your new employee onboarding process for new hires to review and sign this document.

5. Consistently reevaluate your code

Your code of conduct isn’t a “set it and forget it” sort of thing. Set a recurring appointment on your calendar (quarterly should do the trick) when you can thoroughly review this document and make any necessary adjustments.

Your organization is constantly changing, which means you might need to tweak the language or even add or remove sections.

For example, if your team had to make a sudden shift to remote work, you’d want to add some remote-specific sections to your code so that employees know what’s expected of them outside of the traditional office environment.

Common pitfalls to avoid when drafting your employee code of conduct

Creating an employee code of conduct can be a challenging task, as there seems to be so many areas to cover and so many details to include. Here are some common pitfalls that often confront managers drafting a code of conduct that you should avoid.

Your code sets the wrong tone

Even if your company’s tone of voice is usually fun and easygoing, a code of conduct is still a serious document. It acts as a signpost for your employees, and there is no room for ambiguous language or jokes in its text. Use clear, concise language. It can be friendly in tone, but still firm and directional, to avoid confusion for its readers.

Your code is unrealistic

Be sure to ask yourself if your code is too restrictive, especially as it relates to the nature of your business. For example, if your sales teams are used to developing long-term relationships with clients, but your code restricts them from having client contact outside of business hours, this may prove unrealistic.

Your code does not provide enough direction

As much as your code is a list of things not to do, it should also point employees in the direction of what to do. When a specific situation arises, an employee should not be confused about which steps to take to ensure they are within the code of conduct.

Your code is not linked with company culture and objectives

As with every business document, your code of conduct needs to keep your company values at the forefront. These will inform every rule within your code, and will prove useful as a guidepost when you’re struggling with what to include.

Your code does not cover the full range of business activities

Be sure to keep every department of your organization in mind when creating your code. From IT to operations, marketing to sales, every function must be included for an exhaustive list.

How to use Wrike to plan an employee code of conduct

Your code of conduct is important and creating it won’t be a quick task or project. There will be numerous steps and stakeholders involved, and you want to ensure you have those things organized so that you consider all feedback and don’t miss anything.

The good news is that a project management platform like Wrike makes it easy for you to manage all of your human resources workflows — including the creation of your staff code of conduct. Here’s the gist of how to put together this process in Wrike:

Wrike also integrates with all of the most popular file storage apps, which means everybody can access your finished code of conduct documentation from within Wrike.

Ready to get started and ensure everybody within your company is on the same page about what behavior is and isn’t acceptable? Sign up for Wrike today and you’ll tackle your employee code of conduct in a strategic and organized way.

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Your Code of Conduct

Facilitate healthy and constructive community behavior by adopting and enforcing a code of conduct.

Why do I need a code of conduct?

A code of conduct is a document that establishes expectations for behavior for your project’s participants. Adopting, and enforcing, a code of conduct can help create a positive social atmosphere for your community.

Codes of conduct help protect not just your participants, but yourself. If you maintain a project, you may find that unproductive attitudes from other participants can make you feel drained or unhappy about your work over time.

A code of conduct empowers you to facilitate healthy, constructive community behavior. Being proactive reduces the likelihood that you, or others, will become fatigued with your project, and helps you take action when someone does something you don’t agree with.

Establishing a code of conduct

Try to establish a code of conduct as early as possible: ideally, when you first create your project.

In addition to communicating your expectations, a code of conduct describes the following:

Wherever you can, use prior art. The Contributor Covenant is a drop-in code of conduct that is used by over 40,000 open source projects, including Kubernetes, Rails, and Swift.

The Django Code of Conduct and the Citizen Code of Conduct are also two good code of conduct examples.

Place a CODE_OF_CONDUCT file in your project’s root directory, and make it visible to your community by linking it from your CONTRIBUTING or README file.

Deciding how you’ll enforce your code of conduct

A code of conduct that isn’t (or can’t be) enforced is worse than no code of conduct at all: it sends the message that the values in the code of conduct aren’t actually important or respected in your community.

You should explain how your code of conduct will be enforced before a violation occurs. There are several reasons to do so:

It demonstrates that you are serious about taking action when it’s needed.

Your community will feel more reassured that complaints actually get reviewed.

You’ll reassure your community that the review process is fair and transparent, should they ever find themselves investigated for a violation.

You should give people a private way (such as an email address) to report a code of conduct violation and explain who receives that report. It could be a maintainer, a group of maintainers, or a code of conduct working group.

Don’t forget that someone might want to report a violation about a person who receives those reports. In this case, give them an option to report violations to someone else. For example, @ctb and @mr-c explain on their project, khmer:

Instances of abusive, harassing, or otherwise unacceptable behavior may be reported by emailing khmer-project@idyll.org which only goes to C. Titus Brown and Michael R. Crusoe. To report an issue involving either of them please email Judi Brown Clarke, Ph.D. the Diversity Director at the BEACON Center for the Study of Evolution in Action, an NSF Center for Science and Technology.*

For inspiration, check out Django’s enforcement manual (though you may not need something this comprehensive, depending on the size of your project).

Enforcing your code of conduct

Sometimes, despite your best efforts, somebody will do something that violates this code. There are several ways to address negative or harmful behavior when it comes up.

Gather information about the situation

Treat each community member’s voice as important as your own. If you receive a report that someone violated the code of conduct, take it seriously and investigate the matter, even if it does not match your own experience with that person. Doing so signals to your community that you value their perspective and trust their judgment.

The community member in question may be a repeat offender who consistently makes others feel uncomfortable, or they may have only said or done something once. Both can be grounds for taking action, depending on context.

Before you respond, give yourself time to understand what happened. Read through the person’s past comments and conversations to better understand who they are and why they might have acted in such a way. Try to gather perspectives other than your own about this person and their behavior.

Don’t get pulled into an argument. Don’t get sidetracked into dealing with someone else’s behavior before you’ve finished dealing with the matter at hand. Focus on what you need.

Take appropriate action

After gathering and processing sufficient information, you’ll need to decide what to do. As you consider your next steps, remember that your goal as a moderator is to foster a safe, respectful, and collaborative environment. Consider not only how to deal with the situation in question, but how your response will affect the rest of your community’s behavior and expectations moving forward.

When somebody reports a code of conduct violation, it is your, not their, job to handle it. Sometimes, the reporter is disclosing information at great risk to their career, reputation, or physical safety. Forcing them to confront their harasser could put the reporter in a compromising position. You should handle direct communication with the person in question, unless the reporter explicitly requests otherwise.

There are a few ways you might respond to a code of conduct violation:

Give the person in question a public warning and explain how their behavior negatively impacted others, preferably in the channel where it occurred. Where possible, public communication conveys to the rest of the community that you take the code of conduct seriously. Be kind, but firm in your communication.

Privately reach out to the person in question to explain how their behavior negatively impacted others. You may want to use a private communication channel if the situation involves sensitive personal information. If you communicate with someone privately, it’s a good idea to CC those who first reported the situation, so they know you took action. Ask the reporting person for consent before CCing them.

Sometimes, a resolution cannot be reached. The person in question may become aggressive or hostile when confronted or does not change their behavior. In this situation, you may want to consider taking stronger action. For example:

Suspend the person in question from the project, enforced through a temporary ban on participating in any aspect of the project

Permanently ban the person from the project

Banning members should not be taken lightly and represents a permanent and irreconcilable difference of perspectives. You should only take these measures when it is clear that a resolution cannot be reached.

Your responsibilities as a maintainer

A code of conduct is not a law that is enforced arbitrarily. You are the enforcer of the code of conduct and it’s your responsibility to follow the rules that the code of conduct establishes.

As a maintainer you establish the guidelines for your community and enforce those guidelines according to the rules set forth in your code of conduct. This means taking any report of a code of conduct violation seriously. The reporter is owed a thorough and fair review of their complaint. If you determine that the behavior that they reported is not a violation, communicate that clearly to them and explain why you’re not going to take action on it. What they do with that is up to them: tolerate the behavior that they had an issue with, or stop participating in the community.

A report of behavior that doesn’t technically violate the code of conduct may still indicate that there is a problem in your community, and you should investigate this potential problem and act accordingly. This may include revising your code of conduct to clarify acceptable behavior and/or talking to the person whose behavior was reported and telling them that while they did not violate the code of conduct, they are skirting the edge of what is expected and are making certain participants feel uncomfortable.

In the end, as a maintainer, you set and enforce the standards for acceptable behavior. You have the ability to shape the community values of the project, and participants expect you to enforce those values in a fair and even-handed way.

Encourage the behavior you want to see in the world 🌎

When a project seems hostile or unwelcoming, even if it’s just one person whose behavior is tolerated by others, you risk losing many more contributors, some of whom you may never even meet. It’s not always easy to adopt or enforce a code of conduct, but fostering a welcoming environment will help your community grow.

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Creating an Effective Code of Conduct (and Code Program)

Updated – 2019. Editor’s Note: This is the fourth post in an ongoing series on Codes of Conduct by Jason Lunday. View all of Mr. Lunday’s articles in his Codes of Conduct featured column series.

A strong code of conduct offers real value to a company. Developing and sustaining such a code occurs through a broad-based, managed process that includes attention to the organization’s mission, values and other key considerations. With a little foresight and focus, a company can develop a new code or enhance an existing code to reap the numerous benefits it can provide.

Corporate codes of conduct have been around now en masse for over two decades, and with growing attention focused on them. In the latter 1980s the US Defense Industry Initiative on Business Ethics and Conduct and its member companies’ very public adoption of codes of conduct served as a precipitating factor. The 2002 US Sarbanes-Oxley Act made codes mandatory for US publicly traded companies’ directors and senior officers, and the NYSE and NASD raised the bar by making employee codes required – and made publicly available – for their listed companies. This has had a large influence on global companies’ adoption of codes of conduct since the United States accounts for over forty percent of Business Week Global 1000.

It appears that the corporate code of conduct is here to stay and likely will received increased visibility – and scrutiny.

A corporate code of conduct serves as both the principal statement regarding the way that a company conducts its business and its ethics and compliance program’s chief communication. A code generally embodies the standards that a company sets itself and possibly other standards that others encourage it to adopt. Chief among these standards are the ethics and compliance risks that a company seeks to prevent, detect and mitigate, should a violation occur.

Many companies make their codes available to outside stakeholders and may even use them as a way to set expectations for the organization’s business partners. Further, with the role that it plays within an ethics and compliance program, the code of conduct can set the stage for the program’s future success or, alternatively, get the program off to a poor start. Given all of these roles that a code can play, it makes sense to get the code right.

If moral behavior were simply following rules, we could program a computer to be moral.

Codes come in all shapes, sizes and levels of quality. Given the level of attention devoted to them, each code will have a different impact on the organization it serves. A few companies appreciate the vital role that a code can play, such as with respect to the company’s mission, values and other aspects of culture. For these companies, the effort to develop an effective code can constructively impact its employees, customers, business partners and other stakeholders. A strong code stands the chance of reinforcing leadership’s good intentions and efforts.

Conversely, a poorly conceived and developed code is likely to hurt the company’s efforts and weaken leadership’s good intentions. Many companies still do the bare minimum required by Sarbanes-Oxley or the exchange listing standards. This is surprising given the relatively little that is needed to develop a truly impactful code of conduct. It also is a mistake: a poor code marginalizes the importance of a company’s standards of conduct, negates leadership’s focus on its standards, and sends to employees the message that the company’s code is just one of the many “corporate documents” they can ignore.

What a Code Can Help to Accomplish

A quality code of conduct can go a long way in improving a company’s success. Companies that view a code merely as a way to communicate legal rules miss much of the value that a code can provide. A well-developed code can help a company to:

How a Code Works

A quality code of conduct helps a company’s leadership to accomplish its strident objectives because of how the code functions. As part of an overall code of conduct program, a code works because it:

Elements of an Effective Code

A code of conduct publication does not work in a vacuum. Important factors for a successful code include:

Foundations for a Program

These foundations serve as important considerations for a successful code of conduct program. While not all of the foundations are mandatory – and in fact they will exist in each company in varying forms – the more firmly that they are established, the more likely that the code (and the larger ethics and compliance initiative) will lead to success.

A Code Program

Before beginning development of a code, it behooves a company to understand how it fits into a larger code program. This is because some of the choices for the code development can impact how the code is introduced, and visa versa. The five components of an overall code of conduct program include:

Dimensions of an Effective Code Publication

The following 14 dimensions provide a framework to help to ensure that development or revision of a code of conduct is most likely to be successful:

1. Demonstrates Leadership Commitment and Support

First and foremost, a code of conduct must communicate company leadership’s commitment to its purpose and contents in a compelling way. Why should employees believe in the code of conduct if the people who set and evaluate expectations of them do not do the same – in a demonstrable way?

Within a code, the chief articulation of leadership’s commitment comes in the introductory chief executive message. This message should be clear, simple, compelling and reflect the executive’s style and perspective. In addition, where the code clarifies the duties that the company and its leaders at all levels have to employees, this likely will also help employees appreciate the commitment to leadership at all levels.

Further, where the code provides information about any ethics and compliance-related processes and the company’s commitment to their success, this likely will further support employees’ belief in the company’s commitment.

2. Employs a Format that Fits the Workforce’s Characteristics and Needs

Most companies rely on a single-document code of conduct, and this may be generally appropriate. But in some organizations, a different approach to the code may be most useful. Many global companies translate a base code of conduct into languages for their local workforces.

Also, enterprises with operating companies with widely divergent brands, cultures and operations may want codes for each entity – or at least slightly different versions that better reflect the local operations. Sometimes, a large enterprise will develop a slightly different version of its base code for business units serving different markets. A company also may develop distinct codes for various constituents of its extended enterprise – contractors, agents, suppliers, to name a few.

3. Reflects and Reinforces the Company’s Culture

A successful code will reflect the organization’s culture – at least its positive and aspirational qualities. This helps the code to reinforce these positive cultural elements. It also means that employees can better identify with the code as it seems to emanate from the organization rather than be thrust upon it. Key elements of the culture include:

A company’s culture can be identified in its communications, stories, perspectives and ways in which staff acts and responds to situations.

4. Addresses the Organization’s Operations

The more that a code reflects the company’s operations, the better that employees will understand the relevance of its standards to daily work and how to apply the standards. Stating that the company is committed to health and safety has little impact if it does not also discuss what may be unsafe conditions or how staffs’ health specifically can be compromised. Addressing operations, in essence, gets to “what we do, where we do it and how we do it.”

Reflecting the company’s operations into the code as well helps to address the realities of daily business and where employees need to be especially aware of risks. Cues to this may come from either industry issues or the company’s past issues.

5. Incorporates a Unifying Concept

The better codes of conduct incorporate a multi-faceted concept that pervades the document. This concept helps to unify the code’s disparate topics. It aligns the code to its overriding purpose and connects it to the company’s culture and sometimes. The code may even reflect the ethics and compliance program’s brand or identity.

This concept strengthens the code’s aspirational qualities and helps employees to appreciate the code on a higher order. The concept likely is most evident in the code’s title. It also can be evident in the code’s structure, section and topic titles, the basis for the code and its topics and visual design.

6. Sets an Aspirational Tone

Most people do not respond well to a list of what not to do. So it is with a code of conduct. Better codes set an aspirational tone that is affirmative and inspirational. This tone connects responsible conduct to the company’s and the employee’s success. Such a tone can inspire employees to appreciate the code’s role in the company’s success and ow the employee, by following it, can help make a profound difference.

7. Provides Clear Expectations of Compliance

Let’s not forget that a code of conduct also is an important communication regarding compliance – with the law, regulations, company polices or even values. It needs to effectively inform employees of expectations regarding their conduct and the consequences of non-compliance. In doing so, it provides clarity regarding expectations that employees can take comfort in.

They can expect to be assessed on this compliance and that their peers also will be held to the same standards. Such a code helps remove ambiguity and inconsistency regarding business conduct from daily work. The code also may state what an employee can expect from the organization in how he or she will be treated or supported, such as in seeking guidance or reporting concerns.

8. Based on Compelling Principles

A code and its standards should be based on underlying principles of good conduct, such as integrity, fairness, responsibility and care, to name a few. This basis may relate back to the company’s values and tie to what constitutes business success for the enterprise. Such a basis helps employees to understand the code and its standards and appreciate their purpose. It can elevate the standards up off the law to higher considerations that tie to the company’s commitments and other duties to customers and other stakeholders.

Many codes simply tie a standard back to a specific law and do not connect the underlying principle on which the law itself resides. This basis also can connect with the code’s overriding concept and many of the other dimensions of an effective code.

9. Addresses the Organization’s Risks Regarding Business Conduct

A code of conduct serves as a principal tool to address business risk. Risk may be anything that leads to a legal violation or keeps a company from meeting its identified ethics and compliance business objectives, such as the company’s reputation as a responsible employer. With literally hundreds of issues that a company may include in its code of conduct, it must identify and prioritize risk issues to find the right balance of topics and each topic’s appropriate level of content.

10. Coordinates with policies and other guidance tools

Almost always, a code’s content will relate to topics that a company’s policies address. So, the code should coordinate with these policies to ensure that employees receive consistent direction. Typically, a code’s standards are written at a higher level than are policies, essentially providing the “capstone” of the company’s standards. It is then helpful to provide employees with reference to the related policies for additional guidance.

11. Supported with Topic and Code Concept Utilities

It is helpful to provide employees with additional guidance in understanding, appreciating and applying the code and its standards. For such instances, utilities can provide the appropriate assistance:

It is important to carefully construct these utilities. Codes that incorporate them can err with utilities that are mismatched to content, are excessively wordy or lessen clarity to the code’s contents.

12. Provides Guidance for Decision Making

A code cannot cover every conceivable topic or issue that an employee likely will encounter. Sometimes a standard relevant to an employee’s concern will not provide enough clarity to help that employee resolve the matter. And even where an employee may understand what do do, actually taking the responsible action may be difficult. To this end, a good code of conduct includes decision guidance that help employees in such situation. This decision guidance can include frequently asked questions, questions to ask oneself, common topical risk areas, suggestions of how to apply the company’s values and a host of other approaches to resolve a difficult or unclear situation.

13. Incorporates an Effective Writing Style

How well a code is written bears strongly on employees’ acceptance and understanding and its usefulness. At a minimum, the code should be free from punctuation and grammar errors. Grammatically, the writing style should be consistent, such as align with the company’s style guidelines, if any.

Also, the code should be easy to read, with shorter sentences, easy-to-understand words, terms and phrases. The level of writing should fit the workforce’s reading level. The code also should use terms commonly used in the company and its industry. This step ensures that the code’s standards are developed to address the company’s daily operations.

The writing style also should fit with the company’s culture and style; some companies use certain words, phrases or terms to describe aspects of the way that they do business. Finally, the writing style should fit with the audience’s larger societal culture. For instance, a code for a global company might be written in International English instead of the UK or US English style of the home office.

14. Utilizes a Compelling Visual Style

A code’s visual design is critically important – it is the first feature of the code that employees see and so it sets the perspective through which they will view the code – if they bother to pick it up at all. First, a visual design should be interesting, enough that an employee is motivated to open it up and find out what is inside.

The design also should ease navigation through and understanding of the code’s contents. A well-designed code simply is easier to use. The design should align with the company’s branding and identity guidelines so that the code is seen as a company document, not a generic one that could fit with any company.

Next, the design should reflect the company’s culture: this step helps to ensure that an employee will readily identify with the document and recognize that it emanates from the company, not that it is imposed from elsewhere. Finally, the design should excite some interest; it should create a compelling look that encourages employees to want to look inside and throughout the code because it is interesting.

Summary

Today, practically all companies have codes of conduct. But the quality among them varies substantially. As a code is a company’s chief articulation and communication of its commitment to high standards of conduct, it is surprising that so many companies do not take basic steps to ensure that their code fits its role.

A strong code of conduct serves multiple functions, chiefly in how it communicates just how important responsible conduct is to a company’s leadership and the assistance leadership are willing to provide to their employees to underscore this importance. But good codes do not grow on trees; they must be developed through a managed process that addressed numerous elements and dimensions that make for a great code.

This is not an insurmountable task; it is simply a managed one, and one that is achievable by any company with the true to commitment to a workplace of integrity.

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code of conduct

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Code of Conduct — bezeichnet: allgemein einen Verhaltenskodex Titel eines 1999 für den Philip K. Dick Award nominierten Science Fiction Romans von Kristine Smith Titel einer Making of Dokumentation über den Film Eine Frage der Ehre (A Few Good Men) von 2001 … Deutsch Wikipedia

Code of conduct — A code of conduct is a set of rules outlining the responsibilities of or proper practices for an individual, party or organization. Related concepts include ethical codes and honor codes. In its 2007 International Good Practice Guidance, Defining … Wikipedia

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code of conduct — codes of conduct N COUNT The code of conduct for a group or organization is an agreement on rules of behaviour for the members of that group or organization. Doctors in Britain say a new code of conduct is urgently needed to protect the doctor… … English dictionary

code of conduct — noun a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group (Freq. 1) • Syn: ↑code of behavior • Hypernyms: ↑convention, ↑normal, ↑pattern, ↑rule, ↑formula … Useful english dictionary

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Employee Code of Conduct: Best Practices and Examples

An employee code of conduct is a legal document that provides guidelines on acceptable behaviors of individuals in an organization.

The employee code of conduct defines acceptable behavior and social norms that individuals in an organization should adopt on a day-to-day basis. It should reflect a company’s vision, core values and the overall culture of a company.

Employee code of conduct definition

It is a legal document that outlines a set of correct behaviors individuals need to follow towards others and the organization as a whole. The code of conduct is a set of standard social norms, regulations and responsibilities of each individual in the company. It is important it is clear and comprehensive covering all the important areas for your organization. The code of conduct becomes a legal agreement between the company and the employee upon its signage by a new recruit.

Commonly, the business code has to be accepted by new joiners upon recruitment because it helps companies to lay the foundation for the core company values and to maintain its standards. The code of conduct is an essential part of company’s employee handbook.

Importance of code of conduct

The main purpose of a code of conduct is to set and maintain a standard for acceptable behavior to all stakeholders in a company. It is a reminder to the employees of what is expected from them. It further highlights that their actions should be always aligned with the ethos of the business. In addition, it should provide understanding of consequences and disciplinary actions if the conduct is broken.

It is often believed to be the same as code of ethics. However, that is not the case. A code of conduct provides guidelines about acceptable behavior, while a code of ethics is a set of principles about a company’s judgement.

As previously mentioned, code of conduct for employees is likely to differ across industries, although it should reflect on;

Below you can find a video that will help you how to create an ethical culture in your company; Embedded content: https://www.youtube.com/watch?v=wzicXbnmllc

Code of Conduct Best Practices

When developing a company code of conduct you should bear in mind these best practices;

Sections to include

The contents of the document will differ from business to business but you can find the standart sections of conduct that are usually covered below;

As stated, code of conduct should provide clear and thorough information that leaves no space for confusion. However, in case your employees require further guidance it is essential to provide them with a channel/information, where they can seek more information.

We have created a sample employee code of conduct policy document which you can download and tailor to your requirements. You can access it here:

Some great employee code of conduct examples

Most companies have their code of conduct easily accessible to employees as well as the general public. Find below some of best examples from some of the most well-known companies;

Coca-Cola

Coca-Cola’s code of conduct it stands out by its visual attractiveness, conciseness and outstanding examples of situations. The document covers rules on how to use company assets, how to handle business information, conflict of interest and relationships with external partners. It also provides the reader with additional resources and a clear outline of the company core values that helps to maintain the strong integrity of the business.

Google

Similarly, Google is a great example as it highlights the core company values in its code of conduct. As stated in the document; “it’s built around the recognition that everything we do in connection with our work at Google will be, and should be, measured against the highest possible standards of ethical business conduct.” The document has a clear structure and is easy to follow. It outlines the expectations from each of the stakeholders in the company and what the ground rules of the business are.

Facebook

Facebook’s latest version of the code of conduct is accessible to the public on its Investor Relations corporate governance webpage. It is very clearly structured and to-the-point, adopting a slightly more serious tone than the previous two examples. The document considers the key activities and behaviors that are expected of their employees. In addition, the document covers how they expect them to manage difficult situations.

Code of Conduct Examples from Different Industries

Additionally, we put together three examples of employee code of conducts from different industries including media, government body and a legal firm to highlight the variety of contents needed for different types of a business;

Independent

GOV.UK

Gov.uk published a code of conduct for data-driven health and care technology highlighting key principles to safe development and adoption of new innovations and technologies and ethical and effective data-driven health and care technologies.

Baker McKenzie

As stated on the company’s website; “The Code spells out the policies, legal and ethical obligations and responsibilities in a number of areas. It provides guidance on how to act when specific, clear policies are not available. And it reflects our commitment as a signatory to the UN Global Compact to align our policies and operations with the Compact’s principles in the areas of human rights, fair labor, the environment and anti-corruption.” It is exceptionally important for legal firms to cover its policies and behaviors in regard to legal issues and confidential information. It is a great example of an organization where a code of conduct is necessity to protect the body in case an individual fails to follow the standards.

All in all, code of conduct should be considered a necessity for each and every business. It showcases the core values and mission of a company through actionable rules. Thus, it can strengthen company culture in a business and improve engagement levels of the workforce. It brings the mind of the management to peace as they have confidence in the presentation of the organization and the employees, who know what behavior is acceptable and what is not. It should provide employees with clear guidelines and should not leave any grey space for confusion to maintain the desired perception of your business. Therefore, every company should make the time and effort to develop a comprehensive code of conduct. Take inspiration from the useful best practices and employee code of conduct examples we have shared with you.

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Guide to writing a code of conduct

A code of conduct sets company norms for behavior. These norms are the foundation for diversity and inclusion. Company leaders across functions should be involved in the process of drafting codes of conduct to think critically about how to build culture on their teams, and how to build bridges with other teams. It also provides an opportunity to bring in different groups’ specific concerns, experiences, interactions, needs, and potential reactions.

Codes of conduct are only effective when they are integrated as part of a broader process that includes training, enforcement, monitoring and evaluation, and ongoing evolution.

The team drafting the code of conduct should believe in D&I. Ideally the team should be diverse and inclusive, and influencers who can build company support for the code of conduct should participate; otherwise, consider bringing in an outsider to facilitate the process and help communicate the results. Resist the temptation to cut and paste from the detailed codes of conduct developed for conferences and events — they are not designed to cover the nuances and complexities of workplace interactions. For inspiration, check out some of the examples we’ve listed from companies across Silicon Valley in the resources below.

The team should carefully consider the scope and enforcement of the code. Does it just apply in the workplace, or also at work-related social functions and events? Who is covered? If a violation occurs, what is the process for filing a complaint? If conflicts of interest arise along the reporting chain, what should an employee do?

Often, codes of conduct are driven by lawyers, which is a mistake. Even with input from a broader multi-disciplinary team, having a lawyer lead the process will likely result in a risk-mitigating, law-oriented focus. What you really want is a collaborative, values-driven approach — one that will inspire working with openness, trust, and collaboration instead of bias, fear, and avoidance.

The code of conduct is not a silver bullet for inclusive workplaces. To be effective, codes should be designed and implemented alongside other supportive components. If such efforts fail, we are concerned that companies will blame and dismiss diversity and inclusion altogether.

What are our recommendations

Make your code of conduct comprehensive and visible

Your code of conduct should open with a clear statement of purpose, based on your company’s mission, values, and business. It should be integrated with other policies, including anti-discrimination, anti-harassment, inclusive benefits, and confidentiality policies, and should be consistent across partnerships with outside organizations, customers, and suppliers.

Codes of conduct should be publicly shared, easily accessible, and highly visible. A code of conduct that is hidden in an obscure corner of a company’s internal website does little good. In fact, low visibility may do harm by communicating that a company does not really value its code of conduct. The document should include concrete examples of behavior and situations in plain language to illustrate otherwise abstract concepts. Detail the range of responses and the way enforcement will happen if the policy is violated.

Craft a statement of values in your code of conduct

A company’s values can be a deciding factor and draw for talented employees seeking a compatible workplace; values are often what people see first when learning about a company’s culture. For existing employees, the company’s values can serve as an abridged code of conduct, and a way to check in on whether their actions or experience are aligned well.

Our guidelines for developing strong value statements are:

Use “people first” language. Support the idea that your employees will be treated humanely and with empathy as valuable members of your working team.

Explicitly state how and when actions that violate the code of conduct will be handled, and who is involved in enforcement.

Avoid using in-house jargon or terminology when possible. This helps ensure that those outside your organization can understand, which is great for recruiting new talent.

Keep values clear, simple, and proactive; cover more complicated issues (like the anti-harassment policy) as standalone statements elsewhere in your code of conduct.

Specify who is covered

Specify a process for reporting complaints

When developing reporting procedures, approach them not as a company looking to avoid liability, but from the perspective of an employee who has been faced with an incident they need to report. Consider offering more than one option for incident reporting. Without an option that allows for anonymity, should a situation arise where an employee may fear retaliation, an incident may go unreported.

This can lead to multiple incidents going unreported, and ignorance at the management level of a repeat offender or a cultural problem. Offering easy, non-confrontational ways to resolve conflict can enable employees to self-regulate and manage incidents. Bookending this option with resources and a pledge of support from the company helps to defeat the expected tendency to diminish a reporter’s experience. Companies should also make it clear that retaliation — from the company itself or from the subjects of reports — is not acceptable.

Employees should know who to report to and how, and what to do if a conflict of interest interferes with the traditional reporting route. For example, if someone’s manager is dating her harasser, she may not feel safe reporting. A third party ombudsperson can be a powerful tool for creating a safe way to report that is outside the company hierarchy.

Employees should also be given information on what to expect when they report, including different kinds of consequences for different actions, with clear examples. They should be provided with a timeline so they understand how the process will unfold.

When violations do occur, managers must periodically follow up with employees at three months and again at six months to determine if they feel the situation was resolved and to discuss whether the inappropriate behavior has stopped. In addition to making employees feel valued, these follow ups will confirm that the company takes the code of conduct and related policies seriously — and is both comfortable talking about specific problems and willing to work on solutions until the problems are actually solved. It also stresses that the employee’s perception and experiences are important to the process, which the company knows may be ongoing.

Managers need to be provided with training on how to take and process reports, with guidance on a schedule for investigating and resolving them. As you develop a policy on how to handle complaints, think about your approach to conflict resolution.

Cover what happens outside the workplace

Some interactions do not arise to the level of overt exclusion or harassment, but still communicate bias, perpetuate stereotypes, or emphasize differences. This makes them just as problematic, because they create awkwardness, make one employee feel uncomfortable at work, and may cause friction in relationships. Your code of conduct should address this issue by extending offsite as well as on.

Exclusion and harassment can occur within the context of work-related social functions, such as conferences, happy hours, holiday parties, and industry events. Networking and outside team-building are often important for career advancement. Problem behavior can have a chilling effect on opportunities for underrepresented groups, who may be reluctant to participate in off-premises events, thereby losing out on valuable connections.

Develop a clear policy for offsite events with considerations like:

Location: Is the venue inclusive, or known for refusing service or being disrespectful to people, especially from underrepresented communities?

Alcohol: Does the meeting or event include alcohol? Alcohol can encourage inappropriate behaviors. Make non-alcoholic beverages available and consider how to manage (or prevent) people who become clearly intoxicated. Options can include no hard alcohol, two drinks per employee using drink tickets, or an open bar for limited hours. The policy should be clearly communicated and enforced.

Time: Is the meeting or event at a reasonable time for employees who care for children or dependents, and with enough warning for them to arrange alternative care? Consider providing child care and travel assistance in planning.

Food: When providing food, are you keeping in mind religious holidays that would affect your employees’ diet? Do the options consider vegetarians and religious or medical restrictions, and are foods clearly labeled so employees do not have to disclose personal information?

Invitations: Invitations to social outings, official and unofficial, should be shared publicly and easily accessible, such as through a team’s Slack channel and group email. Ad hoc, word of mouth planning may exclude those from underrepresented backgrounds and others who may not have strong personal networks at the company.

Write and communicate a clear anti-harassment policy

An anti-harassment policy is a non-negotiable element of an inclusive company. It ensures that in the event of an incident, employees understand their rights and the processes available for them to seek support.

Anti-harassment policies should explicitly define what is not appropriate, outline the steps for reporting an incident, and explain what to expect after a report has been filed. They should address all forms of unacceptable activity in a single document, rather than having separate policies for different kinds of harassment (racial, gender, sexual, etc.). Singling out specific forms of harassment with their own policies can minimize others and make employees uncertain about which situations count as harassment.

Listing the consequences of certain examples of violations can be a deterrent for employees who may have worked in less inclusive cultures. Examples of specific issues covered by the policy could include:

Trust and confidentiality

Respectful and effective approaches to communication

Preferred working methods

Standards of professionalism

Use of company property

Use of social media

Belittling, or subtle expressions of bias

Verbal, physical, or written abuse or assault

Bullying, intimidation, or victimization

Inappropriate use of company property or assets

Failure to comply with company values

Breaches of other company policies

Workplace decor — visual cues can communicate culture and carry cultural baggage. For example, inappropriate or disproportionately masculine environmental elements can undermine inclusivity messaging and exacerbate feelings of exclusion.

Power dynamics can play an important role in how people interact and build relationships at work, including romantic or sexual ones. A no-dating policy can be ineffective and impractical. A clear policy on how and when it is appropriate to ask coworkers out on dates can be effective and helpful. Some companies, for example, have a “one-shot” policy, under which an employee may ask another employee out once. Under this policy, the employee may not ask again if the answer is no.

Codes of conduct should include a clear policy on relationship disclosure, covering how and when relationships should be reported. One common policy is for the senior party (or both if they are peers) to report the relationship to their manager within 24 hours of the first date. If the parties have a reporting relationship, the company should decide whether to alter the chain of command or take other steps to mitigate it. For example, if an engineer starts dating his team leader, it may be advisable to have him report to a different person. Some companies prohibit direct reporting relationships from becoming romantic or sexual. You should decide where you want your company’s policy to be, and make sure it is clear to your employees.

Monitor, audit, and survey the results of your code of conduct

Organizations should regularly monitor and audit the implementation of their codes of conduct, paying close attention to levels of compliance and effectiveness of enforcement mechanisms. Organizations should share the results of these audits with their employees in ways that respect the privacy of those involved. Companies could report on metrics such as suspected breaches, mechanisms for reporting, whether reports were substantiated, and the company’s response.

The code must also be current, meaning it should be reviewed every six months to determine if updates are required. This may be necessary to reflect changes in the law, regulations, and ethical norms. Audits are not the only source of information about how well a code of conduct is working. Employees should be invited to submit feedback on company surveys, performance reviews, and when they file complaints.

Resources

We share these resources as a helpful but not comprehensive reference list and encourage you to continue exploring.

We share these helpful references as starting points and encourage you to continue exploring.

Источник

Code of Conduct

The RBA Code of Conduct is a set of social, environmental and ethical industry standards.

The RBA Code of Conduct is a set of social, environmental and ethical industry standards. The standards set out in the Code of Conduct reference international norms and standards including the Universal Declaration of Human Rights, ILO International Labor Standards, OECD Guidelines for Multinational Enterprises, ISO and SA standards, and many more. While the Code of Conduct originated with the electronics industry in mind, it is applicable to and used by many industries beyond electronics.

Version 7.0 of the Code of Conduct went into effect on January 1, 2021. Version 7.0 can be viewed here in English and below in multiple languages. In case of any translation discrepencies, the English version takes precedent.

The revised «Definition of Fees,» which also went into effect on January 1, 2021, can be viewed here.

In addition, to more fully understand the RBA Code of Conduct requirements, please view the latest Code Interpretation Guidance, which can be found within the public version of the VAP Operations Manual v7.0 here in English. Additional VAP guidance documents can be found on this page of our website.

View upcoming trainings on the RBA Code of Conduct and VAP here.

Источник

code of conduct

кодекс поведения
Документ, разработанный Международным Олимпийским комитетом, который, будучи подписанным представителями МОК, НОК и генерального агента по продаже, удостоверяет официальное назначение Национальным Олимпийским комитетом генерального агента по продаже билетов. Этот документ определяет стандартные рабочие процедуры и условия, которые должен соблюдать генеральный агент для организации продажи билетов.
[ Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов ]

code of conduct
IOC document which needs to be signed by the IOC, the NOC and the GSA in order to approve NOC’s appointment of a GSA. The objective of this document is to standardize the working procedures of the GSA and to set the conditions a GSA is to respect in order to sell tickets.
[ Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов ]

Тематики

Смотреть что такое «code of conduct» в других словарях:

code of conduct — ➔ conduct2 * * * code of conduct UK US noun [C] SOCIAL RESPONSIBILITY ► a set of rules about how to behave and do business with other people: »The pharmaceutical industry s voluntary code of conduct says doctors may not be given gifts in exchange … Financial and business terms

Code of Conduct — bezeichnet: allgemein einen Verhaltenskodex Titel eines 1999 für den Philip K. Dick Award nominierten Science Fiction Romans von Kristine Smith Titel einer Making of Dokumentation über den Film Eine Frage der Ehre (A Few Good Men) von 2001 … Deutsch Wikipedia

Code of conduct — A code of conduct is a set of rules outlining the responsibilities of or proper practices for an individual, party or organization. Related concepts include ethical codes and honor codes. In its 2007 International Good Practice Guidance, Defining … Wikipedia

Code of conduct — Ein Verhaltenskodex, englisch Code of Conduct, ist eine Sammlung von Verhaltensweisen, die in unterschiedlichsten Umgebungen und Zusammenhängen abhängig von der jeweiligen Situation angewandt werden können bzw. sollen. Im Gegensatz zu einer… … Deutsch Wikipedia

code of conduct — codes of conduct N COUNT The code of conduct for a group or organization is an agreement on rules of behaviour for the members of that group or organization. Doctors in Britain say a new code of conduct is urgently needed to protect the doctor… … English dictionary

code of conduct — noun a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group (Freq. 1) • Syn: ↑code of behavior • Hypernyms: ↑convention, ↑normal, ↑pattern, ↑rule, ↑formula … Useful english dictionary

code of conduct — komercinės veiklos subjektų elgesio kodeksas statusas Aprobuotas sritis civilinė teisė ir procesas apibrėžtis Vienos arba kelių konkrečių komercinės veiklos arba verslo sričių komercinės veiklos subjektų susitarimo pagrindu nustatytos, bet… … Lithuanian dictionary (lietuvių žodynas)

code of conduct — A statement setting out the guidelines regarding the ethical principles and acceptable behaviour expected of a professional organization or company. For example, the Market Research Society has a professional code of conduct and utility companies … Big dictionary of business and management

Code of Conduct (affiliate marketing) — The Publisher Code of Conduct or Code of Conduct is a guideline for ethical online advertising. It was released by the affiliate networks Commission Junction, now part of ValueClick (NYSE:VCLK), but an independent company at that time, BeFree, a… … Wikipedia

Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief — The Code of Conduct for International Red Cross and Red Crescent Movement and NGOs in Disaster Relief was drawn up in 1992 by the Steering Committee for Humanitarian Response to set ethical standards for organizations involved in humanitarian… … Wikipedia

Code of Conduct for Clearing and Settlement — The European Code of Conduct for Clearing and Settlement (Code of Conduct) is an initiative of European securities exchanges, clearing houses and central securities depositories to set a uniform rules for trading, clearing, settlement and custody … Wikipedia

Источник

Employee Code of Conduct

Your Employee Code of Conduct is one of the most important parts of your Employee Handbook. We created a code of conduct template to help you communicate your expectations to your employees in a clear and tactful manner.

Keep in mind that this template is not a legal document and may not take into account all relevant local or national laws. Please ask your attorney to review your finalized policy documents or Handbook.

Employee Code of Conduct template

As an employee, you are responsible to behave appropriately at work. We outline our expectations here. We can’t cover every single case of conduct, but we trust you to always use your best judgement. Reach out to your manager or HR if you face any issues or have any questions.

Dress code

Our company’s official dress code is [Business/ Business Casual/ Smart Casual/ Casual.] This includes [slacks/ loafers/ blouses/ boots.] However, an employee’s position may also inform how they should dress. If you frequently meet with clients or prospects, please conform to a more formal dress code. We expect you to be clean when coming to work and avoid wearing clothes that are unprofessional (e.g. workout clothes.)

As long as you conform with our guidelines above, we don’t have specific expectations about what types of clothes or accessories you should wear.

We also respect and permit grooming styles, clothing and accessories that are dictated by religious beliefs, ethnicity or disability.

Cyber security and digital devices

This section deals with all things digital at work. We want to set some guidelines for using computers, phones, our internet connection and social media to ensure security and protect our assets.

Internet usage

Our corporate internet connection is primarily for business. But, you can occasionally use our connection for personal purposes as long as they don’t interfere with your job responsibilities. Also, we expect you to temporarily halt personal activities that slow down our internet connection (e.g. uploading photos) if you’re asked to.

You must not use our internet connection to:

Cell phone

We allow use of cell phones at work. But, we also want to ensure that your devices won’t distract you from your work or disrupt our workplace. We ask you to follow a few simple rules:

Also, you must not use your phone in areas where cell phone use is explicitly prohibited (e.g. laboratories.)

Corporate email

Email is essential to our work. You should use your company email primarily for work, but we allow some uses of your company email for personal reasons.

Our general expectations

No matter how you use your corporate email, we expect you to avoid:

In general, use strong passwords and be vigilant in catching emails that carry malware or phishing attempts. If you are not sure that an email you received is safe, ask our [Security Specialists.]

Social media

We want to provide practical advice to prevent careless use of social media in our workplace. We address two types of social media uses: using personal social media at work and representing our company through social media.

Using personal social media at work

You are permitted to access your personal accounts at work. But, we expect you to act responsibly, according to our policies and ensure that you stay productive. Specifically, we ask you to:

Representing our company through social media

If you handle our social media accounts or speak on our company’s behalf, we expect you to protect our company’s image and reputation. Specifically, you should:

Conflict of interest

When you are experiencing a conflict of interest, your personal goals are no longer aligned with your responsibilities towards us. For example, owning stocks of one of our competitors is a conflict of interest.

In other cases, you may be faced with an ethical issue. For example, accepting a bribe may benefit you financially, but it is illegal and against our business code of ethics. If we become aware of such behaviour, you will lose your job and may face legal trouble.

For this reason, conflicts of interest are a serious issue for all of us. We expect you to be vigilant to spot circumstances that create conflicts of interest, either to yourself or for your direct reports. Follow our policies and always act in our company’s best interests. Whenever possible, do not let personal or financial interests get in the way of your job. If you are experiencing an ethical dilemma, talk to your manager or HR and we will try to help you resolve it.

Employee relationships

We want to ensure that relationships between employees are appropriate and harmonious. We outline our guidelines and we ask you to always behave professionally.

Fraternization

Fraternization refers to dating or being friends with your colleagues. In this policy, “dating” equals consensual romantic relationships and sexual relations. Non-consensual relationships constitute sexual violence and we prohibit them explicitly.

Dating colleagues

If you start dating a colleague, we expect you to maintain professionalism and keep personal discussions outside of our workplace.

You are also obliged to respect your colleagues who date each other. We won’t tolerate sexual jokes, malicious gossip and improper comments. If you witness this kind of behavior, please report it to HR.

Dating managers

To avoid accusations of favoritism, abuse of authority and sexual harassment, supervisors must not date their direct reports. This restriction extends to every manager above an employee.

Also, if you act as a hiring manager, you aren’t allowed to hire your partner to your team. You can refer them for employment to other teams or departments where you don’t have any managerial or hiring authority.

Friendships at work

Employees who work together may naturally form friendships either in or outside of the workplace. We encourage this relationship between peers, as it can help you communicate and collaborate. But, we expect you to focus on your work and keep personal disputes outside of our workplace.

Employment of relatives

Everyone in our company should be hired, recognized or promoted because of their skills, character and work ethic. We would not like to see phenomena of nepotism, favoritism or conflicts of interest, so we will place some restrictions on hiring employees’ relatives.

To our company, a “relative” is someone who is related by blood or marriage within the third degree to an employee. This includes: parents, grandparents, in-laws, spouses or domestic partners, children, grandchildren, siblings, uncles, aunts, nieces, nephews, step-parents, step-children and adopted children.

As an employee, you can refer your relatives to work with our company. Here are our only restrictions:

If you become related to a manager or direct report after you both become employed by our company, we may have to [transfer one of you.]

Workplace visitors

If you want to invite a visitor to our offices, please ask for permission from our [HR Manager/ Security Officer/ Office Manager] first. Also, inform our [reception/ gate/ front-office] of your visitor’s arrival. Visitors should sign in and show identification. They will receive passes and will be asked to return them to [reception/ gate/ front-office] once their visit is complete.

When you have office visitors, you also have responsibilities. You should:

Anyone who delivers orders, mail or packages for employees should remain at our building’s reception or gate. If you are expecting a delivery, [front office employees/ security guards] will notify you so you may collect it.

Solicitation and distribution

Solicitation is any form of requesting money, support or participation for products, groups, organizations or causes which are unrelated to our company (e.g. religious proselytism, asking for petition signatures.) Distribution means disseminating literature or material for commercial or political purposes.

We don’t allow solicitation and distribution by non-employees in our workplace. As an employee, you may solicit from your colleagues only when you want to:

In all cases, we ask that you do not disturb or distract colleagues from their work.

Further reading

Explore the rest of our employee handbook template:

Источник

Code of Conduct

This Code of Conduct helps us build a community that is rooted in kindness, collaboration, and mutual respect.

Whether you’ve come to ask questions or to generously share what you know, join us in building a community where all people feel welcome and can participate, regardless of expertise or identity.

We commit to enforcing and improving the Code of Conduct. It applies to everyone using Stack Overflow and the Stack Exchange network, including our team, moderators, and anyone posting to Q&A sites or chat rooms.

Our Expectations

If you’re here to get help, make it as easy as possible for others to help you. Follow our guidelines and remember that our community is made possible by volunteers.

If you’re here to help others, be patient and welcoming. Learning how to participate in our community can be hard. Offer support if you see someone struggling or otherwise in need of help.

Be clear and constructive when giving feedback, and be open when receiving it. Edits, comments, and suggestions are healthy parts of our community.

Be inclusive and respectful. Avoid sarcasm and be careful with jokes — tone is hard to decipher online. Prefer gender-neutral language when uncertain. If a situation makes it hard to be friendly, stop participating and move on.

Unacceptable Behavior

No subtle put-downs or unfriendly language. Even if you don’t intend it, this can have a negative impact on others.

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Our Global Code of Conduct

Our Global Code of Conduct is a clear set of standards for our business conduct. It provides the ethical and behavioral framework on which we base our decisions every day. The Code is anchored in our values and beliefs and underpins all that we do.

Our Global Code of Conduct (pdf) provides a series of guiding principles grouped into five categories that cover the breadth of our activities. They are:

By delivering on the promise of our Code, we protect and enhance the reputation of EY, and play a key role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.

EY | Assurance | Consulting | Strategy and Transactions | Tax

About EY

EY is a global leader in assurance, consulting, strategy and transactions, and tax services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

© 2020 EYGM Limited. All Rights Reserved.

This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice.

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corporate code of conduct

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corporate code of conduct (CCC), codified set of ethical standards to which a corporation aims to adhere. Commonly generated by corporations themselves, corporate codes of conduct vary extensively in design and objective. Crucially, they are not directly subject to legal enforcement. In an era acutely aware of the dramatic social and environmental effects of corporate activity across the world, such codes of conduct have become the focus of considerable attention.

Scope and agenda

Strictly speaking, there is no fixed consensus on what a CCC should cover. Stated objectives generally relate to the particular concerns of the corporation, and authors are likely internal managers and serving consultants, although sometimes in consultation with nongovernmental organizations (NGOs) and the United Nations Global Compact. Accordingly, the codes are produced in numerous formats, ranging from detailed best-practice guidelines on social and environmental issues to broad proclamations by the corporation to uphold a range of values (such as the recognition of human rights). A familiar theme is corporate social responsibility (CSR), introduced to promote the idea that corporate activities should, at the very least, avoid disruption to the wider society and preferably generate positive effects. Examples of CSR practices include the preservation of the environment through low-pollution and energy-efficient measures, the production of merchandise that is recyclable and biodegradable, and the promotion of uniform treatment of employees across labour markets, thus ensuring acceptable working conditions irrespective of local market standards (such as the refusal of child labour).

Given the formidable power of corporations and the profit motives that shape their priorities, questions remain as to the degree to which they will genuinely prioritize socially responsible behaviour and facilitate stakeholder input in corporate governance. The corporate sector’s most prominent response to these issues is CCCs.

Advocates of CCCs argue that not only is it in the interest of society to harness at least some of the inordinate wealth and power that corporations wield and reorient it toward societal benefit but it also makes good business sense. Motivated by the primary corporate objectives of minimizing risk and enhancing returns, the corporation seeks to project an attractive public image and increase shareholder investment. Codes of conduct that prescribe ethical behaviour are deemed to positively influence purchasing decisions and thus boost shareholder profit and secure new investors. They are seen as a way to mainstream ethical concerns into the core of business procedures. However, the efficacy of such codes depends upon their reliability as a gauge for actual corporate behaviour and whether stakeholders (such as consumers, governments, advocacy groups, and unions), as well as investing shareholders, can rely on their accuracy. Central to the credibility of CCCs then is comprehensive monitoring, enforcement, and transparency of corporate conduct. The corporate sector has long resisted the call for tighter centralized regulation of its activities, claiming that this would unacceptably reduce competitive capacity and depress financial growth. Instead, there has been a trend to produce publicly available CCCs and related CSR reports for the inspection of the public and shareholders alike, and a number of major corporations adopted this strategy, including McDonald’s, Gap, Mattel, Hewlett-Packard, Dell, and IBM.

Corporate ethics or marketing?

Symptomatic of the criticisms leveled at the notion of CCCs is the claim that they are merely an astute public relations exercise and there is, in fact, a wide chasm between rhetoric and reality. Seemingly generous gestures, such as the donation to “good causes” of £57 million by Shell and £50 million by BP in 2004, for example, are seen as postgame philanthropic strategies aimed at sanitizing the companies’ reputations as industrial polluters.

Reports of corporate malpractice from NGOs, such as Oxfam and Amnesty International, argue that CCCs, including CSR, are at best peripheral, exerting little influence over companies’ core business activities. Certainly, CCC and CSR reporting is still relatively scarce. It is argued, moreover, that while the risk to reputation is a compelling reason for high-profile companies to produce CCCs, the vast majority of companies largely unknown to the general public (irrespective of their impact on society) are not subject to the same rationale. Many “behind the scenes” corporations and small and medium-sized businesses may have much looser connections with stakeholders and are instead motivated by the idea that “value for money” is related to baseline costs and prices unencumbered by the “extra costs” of social considerations.

Moreover, critics hold the view that corporations often give the impression that they are self-regulating bodies open to public scrutiny and yet, despite the apparent “institutionalization of ethics” in the form of CCCs, they are seldom subject to detailed inquiry. In a voluntary framework, it is reckoned, corporations are more likely to publish self-congratulatory statements, rather than the hard data that would enable stakeholders to correctly assess corporate operations. Subsequently, it is argued that only legal measures obliging corporations to disclose the relevant material will establish a true incentive for genuinely responsible corporate behaviour.

There is little doubt that corporations are vitally important social, economic, and environmental actors and that CCCs have radically improved the quality of dialogue between corporations and stakeholders. However, the degree to which CCCs transform fundamental business practices remains an open question.

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Professional Ethics and Code of Conduct

Whether you are a working professional, a government employee or a businessman, you are bound to adhere to certain professional ethics and morals. Ethics are the governing principles that elucidate upon what is going right and what is wrong while the code of conduct is driven by accountability and transparency that increases the trustworthiness and moral essence among people. This blog brings you an exclusive guide on professional ethics and code of conduct and their applications.

Check Out: Business Ethics

This Blog Includes:

Professional Ethics

To begin with, Professional Ethics corresponds to a set of rules that administer the conduct of an individual or a group in a business environment. These ethics emphasises on following a certain behaviour and maintaining the integrity and administer how an individual should act towards other people and adhere to a moral code of conduct in particular establishments.

Ethical Principles

In a workplace, ethical principles require professionals to adhere to a set of implicit rules which inculcate moral standards among the prospective employees. For instance, professional ethics in terms of a clinical context will vary from those that identify with legal counsellors or realtors. Some of the major ethical universal principles are formulated with the aim to ensure equality among employees regardless of there colour, caste, and creed and these principles apply across all professions. Further, the major objective of ethical principles to bring a common code of conduct for every individual in the workplace. Here are some of the key ethical universal principles that are generally inculcated in different professions:

Interested in studying workplace behaviour? Check out Industrial Psychology!

What is a Code of Conduct?

A code of conduct refers to a particular set of rules, norms or practices that determine the duties and responsibilities of either an individual or an organization.

A code of conduct pertains to a set of practices and norms, that define the responsibilities or proper practices of an individual person or an organization. The main purpose of this set of rules or norms is to identify the essential principles guiding our professional conduct and also professionals in solving disputes and issues in the workplace. It also plays an integral role in ensuring ethical decision-making in an organisation while also working as a communication tool that provides internal or external stakeholders with the values of a specific organisation and the professional code of conduct for their employees and management.

Elements to Include in a Code of Conduct

Here are the key elements that should be included to formulate code of conduct for a certain workplace or any professional environment:

Code of Conduct: Things to Ensure

Here are the major pointers one must keep in mind while designing the code of conduct for a workplace:

Hopefully, this blog helped you to attain all the necessary information regarding professional Ethics and conduct. Want to study Business Ethics in detail? Sign up for an e-meeting with our Leverage Edu experts and we will assist you in exploring the varied courses in Business Ethics along with guiding you in picking an ideal programme and university that fits your career preferences and aspirations!

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Our Code of Conduct

In a rapidly changing and highly competitive world, it is vital to stay focused on what really matters to us at BASF. Our values – creative, open, responsible, and entrepreneurial – help us do this. They remind us of what BASF stands for and serve as a yardstick for how we do business.

We are strictly committed to high standards of legal compliance and business ethics. Our Code of Conduct defines the boundaries within which we as BASF employees must act to comply with laws and internal policies. By doing so, it protects BASF and each of us.

Our Code of Conduct guides us to put our values and commitments into practice – throughout the company, and in everything we do. It helps us navigate through areas and situations where responsible conduct and ethical decision-making are critically important. Only when we fully comply with our Code of Conduct, and all laws and regulations, we can achieve our aspiration to be the world’s leading chemical company, respected and trusted by our customers, investors, employees and all other stakeholders.

Our Code of Conduct cannot cover in detail the wide variety of situations we may encounter. Each of us is responsible for ensuring we understand BASF’s policies and procedures, and for maintaining the high ethical standards in every aspect of our work – even when our Code of Conduct provides no direct guidance. We are always expected to show both integrity and common sense. When in doubt, we always speak up and ask for help.

BASF Compliance Hotline

Anti-corruption, trade control and anti-money laundering

Anti-corruption

We do business with integrity. Always, without exception.

At BASF our reputation for doing business with complete integrity is critical. We are committed to fighting any kind of corruption or bribery. We play to win, but strictly within the rules, treating all business partners fairly and competing for business based on the quality of our products and services. Naturally, we expect the same from those we do business with.

Anti-corruption

We do not get involved in corruption – whatever form it takes. We do not offer or accept bribes and we do everything we can to prevent bribery by others who act on our behalf, for example, by appropriately checking third parties with whom we do business or who provide services.

Furthermore, “facilitation” or “grease” payments (i.e., small cash or non-cash benefits to office holders to facilitate administrative procedures or official acts, e.g., customs clearances, to which the company or the individual is entitled) are not allowed. If, however, the refusal to make facilitation payments would put your personal safety at risk, you may make such a payment but must inform your manager thereafter.

Always vigilant against corruption

Corruption can take many forms, so we are always vigilant and on the alert for any suspicious behavior, such as a business partner asking for unusually high commissions or payments in cash or refusing to accept anti-corruption contract requirements or our Supplier Code of Conduct.

We would rather lose a business opportunity than win by means of corruption. Bribery – whether of a governmental official or in the private sector – is always wrong and has no place in our business.

Political activity and lobbying

We conduct our lobbying and political communications in accordance with transparent guidelines, our publicly stated positions and all applicable laws. As a company, we engage in political lobbying to advance our company’s interests, but we do this transparently and do not financially support political parties or organizations close to them.

Trade control

We do business across borders. But always within legal boundaries.

We are a global company with activities and business partners all over the world. We are aware that all business relationships with domestic and international partners may be subject to trade control laws. Overall, our goal is to prevent our products from falling into the wrong hands, where there is a risk of them being misused. So, we strictly adhere to all applicable laws, including trade control regulations like embargoes, anti-terrorism laws and further regulations aimed at preventing misuse.

Trade control

We do business globally which means our activities are subject to various national and international trade laws, restricting or prohibiting the import and export of our products or services. These restrictions can be based not only on the nature of the product, but sometimes also on the country of origin or destination, or even on the identity of the customer.

Export controls can take many forms. Besides restrictions on physical goods, software and services may also be controlled. Export controls can even apply to technology transfer, for instance the exchange of information relevant to the trade control law shared via electronic means like email or an online collaboration site or transported across borders on electronic devices.

Trade control regulations are a sensitive topic, but our Global Trade Control Team helps us navigate within these boundaries, because employees need to be familiar with, and sensitive to, the issues of export/import controls. Take advantage of their expert knowledge if you have any questions relating to trade control regulations.

Anti-money laundering

We are always on guard against dirty money.

At BASF, we do not allow dirty money to play any part in our business. But while it is easy to state that as a fundamental principle, protecting our company against attempts by criminals to «clean» cash and other assets generated by illegal activities is a challenge that demands constant vigilance, from us all. Because being involved in money-laundering or terrorism financing – even inadvertently – is a criminal offence.

Anti-money laundering

We are always keen to do business, but only with reputable partners who operate within the law, using resources from legitimate sources. We carefully check the identity and credentials of potential customers, business partners and other third parties. And we take all reasonable measures to ensure transparent business relationships.

Money laundering is a deliberate attempt to move cash or assets derived from criminal activities into legal and legitimate financial activities. At BASF, we take all reasonable measures to prevent our company being used as a means to launder money.

To protect our reputation and avoid any possible criminal liability, we need to be constantly vigilant about the activities of business partners, so we know who we are dealing with before contracts are signed, or transactions occur, and watch out for payment irregularities or suspicious behavior, on the part of customers or others.

Antitrust law, gifts and entertainment, conflict of interests

Antitrust law

We compete to win. But always fairly.

At BASF, our aspiration is to be the world’s leading chemical company. To achieve this, we always act fairly as we know there are no short-cuts. For us, the only kind of success worth having depends on winning, and maintaining, the long-term trust of our customers and business partners.

Antitrust law

We are committed to conducting our business solely on the basis of free and fair competition, and we strictly obey all applicable laws and regulations. We believe that fair, well-regulated competition strengthens our market and benefits our customers.

As a market leader in various fields, BASF has special obligations under antitrust law for conducting our business in a way that promotes fair competition. We welcome this extra responsibility, and aim to lead by example, to achieve the best for our customers.

We are aware that any violation of antitrust laws can result in heavy fines, and even imprisonment, for the company, management and individuals concerned. In the EU, for example, fines for antitrust violations could amount to up to 10% of BASF’s total global sales. It is up to all of us to be alert for any situation that could potentially be seen as harmful to free and fair competition.

For agreements between competitors (companies on the same level of the supply chain – also called horizontal agreements), the strict regulations of European antitrust law must be complied with worldwide, irrespective of local laws that may be less strict or non-existent. This also applies to “concerted practices” between competitors, which may be triggered even by a one-sided sharing or receiving of information.

Gifts and entertainment

We build great relationships. But not through gifts.

We are all in favor of doing business in a way that builds great relationships. But gifts and entertainment need to be regarded with real caution. And when there is any doubt, we ask questions, we talk to each other, we act with caution and make our actions transparent.

Gifts and entertainment

We do not consider it appropriate to accept or grant a personal benefit of any kind in connection with our professional activities. But in the course of good business relationships, a small gift or modest invitation may sometimes be offered based on what is considered reasonable and customary. In such situations, we need to exercise caution and common sense, to avoid any possible misinterpretation of motives and reputational damage. Invitations may be okay with regard to our internal rules but may have a bad taste due to the situation and other circumstances.

We think carefully and only offer or accept gifts which have a moderate value and are understood to be simply business courtesies, and not an attempt to induce us to act unprofessionally, or to misuse our position. We also pay attention to the image that can be created due to the external circumstances and the overall situation. We use the same standard when deciding whether to offer or accept a gift. We do not offer or accept cash or cash equivalents such as gift cards or shopping vouchers.

We are particularly cautious when dealing with public officials or government representatives because we adhere to the often very strict rules that govern this in many countries.

Conflict of interests

We take care of business. Not our own personal interests.

Conflicts of interest

We are well aware that our personal relationships and interests should never affect our business activities or influence our decision-making, in any way. We need to be careful to avoid situations where a conflict between private and professional may arise – or, just as important, where it may appear to do so.

This means, for example, that we should not make any investment, or enter into any relationship, that may cause others to doubt our fairness, integrity or ability to perform our duties fairly objectively.

It is important to make the point that having a conflict of interest is not, in itself, misconduct – but the way we handle it could be. It is all about transparency; if we suspect a possible conflict, we need to raise it with our manager, without delay.

Human rights, labor and social standards

Environmental protection, health and safety

Human rights, labor and social standards

We treat people fairly and with respect.

We treat people with fairness, consideration and respect. Our aim is to ensure that each individual feels valued, and fully supported in achieving their personal best. Always, and without exception.

Human rights, labor and social standards

We value people and respect human rights. As a company aiming for profitable growth, we have made the decision to pursue sustainable value creation, which means striving to positively contribute to the protection and promotion of human rights and people’s well-being.

We commit to internationally agreed-upon standards, such as the United Nations’ Universal Declaration on Human Rights, the UN Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises and the Tripartite Declaration of Principles Concerning Multinational Enterprises and Social Policy (MNE Declaration) of the International Labor Organization (ILO).

In our own business activities, we avoid causing or contributing to adverse human rights impacts. As a participant in numerous global value chains, we are dependent on partners and demand that they likewise respect human rights and the associated international labor and social standards (ILSS). We offer to help our partners in their efforts to meet their human rights responsibilities.

Respect in the workplace

Everyone at BASF should always feel valued and respected. So, we expect every one of us avoid saying or doing anything that is humiliating, condescending, offensive or otherwise disrespectful to our colleagues. This is fundamental for our motivation and dedication at work.

We built our team on talent and appreciate the differences in our team because they make us stronger and are essential to our success. We promote an inclusive environment that embraces diversity of all kinds, including a wide variety of backgrounds, thoughts, perspectives, demographics, ethnicities, and origin.

Environmental protection, health and safety

We value the health and safety of people above all else.

Wherever we do business, we act responsibly – not just complying with all relevant regulations but going the extra mile to reduce risks and minimize our environmental impact.

Environmental protection, health and safety

We are committed to energy efficiency and climate protection, and are constantly working to develop sustainable solutions for our business operations and for our customers. Across all our operations and in close collaboration with our suppliers, we work to achieve the highest standards of health and safety, and to maintain the trust of our employees, customers, business partners and other stakeholders. In the event of any kind of incident or emergency, we are well prepared to take whatever action is necessary.

We support, among others, the UN Sustainable Development Goals Climate Action (SDG 13), Responsible Consumption and Production (SDG 12) and Zero Hunger (SDG 2). And to this end, we work continuously to reduce the greenhouse gas emissions from our business activities and reduce emissions to water from our production processes.

We aim to use products and resources in the best way possible across the entire value chain and act responsibly when we operate our plants and when our goods are transported around the world.

A business that demands we take extra care

In terms of environmental protection, health and safety, we are aware that the nature of our business demands that we take exceptionally good care to reduce risks and prevent accidents. The protection of people and the environment is our top priority. Our core business – the development, production, processing and transportation of chemicals – demands a responsible approach. We systematically address risks with a comprehensive Responsible Care Management System. We expect our employees and contractors to know the risks of working with our products, substances and plants and handle these responsibly.

We review the safety of our products from research and development through production and all the way to our customers’ application. We continuously work to ensure that our products pose no risk to people or the environment when they are used responsibly and in the intended manner.

A commitment shared with our partners and suppliers

We do not just set ourselves ambitious goals for safety and security, health and environmental protection; we expect our business partners to aim equally high. In particular, we count on our suppliers to be fully engaged with these goals, and work with them to improve their sustainability performance.

Sensitive company information, personal data, digital responsibility, accurate books and records

Sensitive company information

We protect the information our success is built upon.

Sharing information within BASF and with our partners enables us to create value for the company and our customers, and to benefit from the wealth of knowledge of our employees. To protect our know-how, we take every reasonable measure to prevent unauthorized disclosure or misuse, across all our business activities and every form of communication.

Information Protection and Cyber Security

We build on our intellectual property because confidential information and intellectual property of many kinds – from individual expertise to internationally protected patents – are some of our most valuable assets. So, we take the greatest care to protect them and equally, of course, we respect the intellectual property of others.

We comply with all applicable policies, requirements and guidelines on Information Protection and Cyber Security, and regulate consequently the sharing of confidential information. We do not share confidential information on social media or in public places.

Insider trading

Using price sensitive non-public information when trading shares could be gravely damaging to the integrity of the markets.

When we have access to inside information, we do not use it to trade in, or recommend trading in, financial instruments and we never disclose such information. Trading in shares or other financial instruments while being in possession of relevant inside information is strictly prohibited. We always handle sensitive company information responsibly.

In our working lives at BASF, we may well have access to non-public information about BASF, or the affairs of a third party, which could have an impact on the value or price of publicly traded securities, in particular BASF shares. Insider trading laws prohibit making use of such inside information in securities trading or disclosing it to third parties, including friends or family. And anyone violating these laws may face severe criminal penalties and financial liability.

Personal data

We take care to protect personal data.

In our everyday business activities, we collect and handle a lot of personal data relating to individuals, such as employees, customers and business partners. We never forget this data is private and must be treated with respect – not just because laws strictly demand it, but also because it is the right thing for a responsible business to do.

Personal data

We are committed to respect the personal rights of everyone. We adhere to strict standards when we handle personal data. All personal data collected by us will be processed fairly, transparently, carefully and in full compliance with the applicable legal requirements. It is part of doing business with integrity to always treat personal data confidentially. We protect personal data from unauthorized access or loss.

Digital responsibility

We leverage digitalization across the company.

It is no exaggeration to say that digital technology is changing almost every aspect of our lives. And, of course, for companies like ours, that poses some challenges, as traditional business models and norms are disrupted. But we are excited by the amazing opportunities offered by digitalization to create additional value for our customers, improve the efficiency of our processes, and strengthen our capacity for innovation.

Digitalization

We are an innovation-driven company and create chemistry for a sustainable future. To ensure our long-term success and support the success of our customers, we make use of the chances of digitalization. We thoughtfully and efficiently integrate its benefits into the way we do business and leverage its potentials for our business conduct as well as for our products and customer solutions.

A transformation driven by our values

Digitalization is crucial to staying competitive and is therefore one of our strategic action areas. To stay ahead of the competition, we need to accelerate the execution of digital projects and build strong digital capabilities throughout the company. Technologies like augmented reality, machine learning, cloud computing, AI, or others are often used to create exciting customer experiences, new digital business models or make processes more efficient.

We also recognize the significant impact of digitalization on our employees, our customers, and wider society and are committed to steering this transformation responsibly and ethically, for the benefit of all stakeholders, by:

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Universal Code of Conduct/Enforcement guidelines

Contents

UCoC Enforcement Guidelines [ edit ]

Enforcement guidelines summary [ edit ]

In this table, you can find a summary of the full Enforcement guidelines. It was created to ensure that every member of the community can understand the new guidelines.

WHO is responsible for enforcing the UCoC? [ edit ]

Local and global functionaries should understand how UCoC enforcement works even if they are not part of the U4C

HOW will this be done? [ edit ]

WHAT additional things need to be in place for this to happen? [ edit ]

Overview [ edit ]

Code enforcement definition [ edit ]

Code enforcement is the set of prevention, detection, investigation, and other actions taken to address violations of the Universal Code of Conduct.

Code enforcement is a responsibility of designated functionaries and bodies with technical or decision-making power, such as, but not limited to: local sysops, stewards, Arbitration Committees (ArbComs) and their members, event safety coordinators, the Universal Code of Conduct Coordinating Committee (U4C), and the Wikimedia Foundation.

Designating functionaries will be done, whenever possible, by local communities, following the principle of subsidiarity that online and offline communities across the world should make decisions for themselves whenever possible.

This should be done in a proper, timely fashion, consistently across the entire Wikimedia Movement. Consequently, individuals charged with enforcing the Universal Code of Conduct must be fully acquainted with the regulations they enforce.

Enforcement of the UCoC is applied by means of preventive work and campaigns, issuing warnings and notices to persuade people with signs of problematic behaviour to comply, imposing technical and social restrictions, or taking additional steps that may be necessary and appropriate. Local and global functionaries who implement policies, codes, rules, and regulations on the Wikimedia spaces, both online and offline, are supposed to understand the management of the code enforcement function and the process.

Preventive work (articles 1 and 2 UCoC) [ edit ]

The goal of preventive work is to make users of public Wikimedia Foundation wikis and others under the UCoC aware that it exists, and promote voluntary adherence to the code.

Handling translations of the UCoC enforcement guidelines [ edit ]

The original version of UCoC Enforcement Guidelines is in English. It will be translated into other languages used on Wikimedia projects. In the event of any differences in meaning between the original English version and a translation, the original English version should take precedence and be the one decisions are based on.

Affirmation of the UCoC among certain groups [ edit ]

The UCoC applies to everyone who interacts and contributes to Wikimedia projects, official in-person events, and related spaces hosted on third party platforms. The following individuals should be required to affirm (through signed declaration or other format to be decided) they will acknowledge and adhere to the Universal Code of Conduct:

The users listed above should accomplish the affirmation at the occasion of acquiring the right or role, as well as every re-election, renewal or prolongation, the existing ones do so within a short time after the ratification of these guidelines, with exception of current advanced rights holders with rights that are not up for renewal who will not have a set timeframe to accomplish these affirmations. This may be changed on review after a year following the ratification of these guidelines. Once formed, the U4C will create procedures to facilitate these affirmations.

Recommendations for UCoC training for community members [ edit ]

The Wikimedia Foundation should develop and implement training for community members, with guidance from local communities and affiliates, to be able to identify, address, and mitigate the harms caused by UCoC violations, in particular harassment and similar conduct issues.

Individuals required to acknowledge and adhere to the Universal Code of Conduct will be required to attend training to ensure a common understanding of implementation. Other members of the community will be able to attend this training if they wish to do so.

Training for users should include, at a minimum, guidelines and tools for identification of what is considered unethical behaviour and a manual for how to respond when targeted by harassing behaviour.

Training should consist at minimum of the following levels of certification:

Completing a level of certified training should not be construed as holding the position or the level of community trust required to perform the actions covered under the training.

Promoting UCoC awareness [ edit ]

In order to promote its visibility, a link to the UCoC should be present on:

Responsive work (article 3 UCoC) [ edit ]

The goal of responsive work is to provide pathways for the processing and filing of reported cases, providing resources for processing cases, definitions for different types of violations and enforcement mechanisms, as well as suggestions for the reporting tools, and pathways for appeals.

Principles for filing and processing of reported violation [ edit ]

Escalation paths [ edit ]

Guidance for processing [ edit ]

Special cases and exceptions [ edit ]

Providing resources for processing cases [ edit ]

Local enforcement of the UCoC may be supported in multiple ways, and communities will be able to choose from different mechanisms or approaches based on several factors at their discretion, such as their capacity, approach to governance, and general community preferences. Some of these approaches can include:

Communities should continue to handle enforcement through existing means where they do not conflict with the other recommendations in these guidelines.

Enforcement by types of violations [ edit ]

This section will detail a non-exhaustive list of the different types of violations, along with the potential enforcement mechanism pertaining to it.

(examples such as, but not limited to: in person edit-a-thons or off-wiki instances such as discussion lists or related space hosted on third-party platforms)

Recommendations for the reporting and processing tool [ edit ]

In order to lower the technical barrier for reporting and processing UCoC violations, a centralized reporting and processing tool for UCoC violations shall be developed and maintained by the Wikimedia Foundation as a MediaWiki extension.

Reports should include enough information to be actionable or provide a useful record of the case at hand. The reporting interface should allow the complainant to provide such details to whoever is responsible for processing that particular case. This includes information such as, but not limited to:

The tool should operate under the principles of ease-of-use, privacy and anonymity, flexibility in processing, and transparent documentation.

Privacy and anonymity [ edit ]

Processing [ edit ]

Transparent documentation [ edit ]

Individuals charged with enforcing the UCoC are not required to use this tool and may continue to work with whatever tools they deem necessary or most appropriate, provided that they allow cases to be handled or created according to the same principles of ease-of-use, privacy and anonymity, flexibility in processing, and transparent documentation.

Recommendations for local enforcement structures [ edit ]

Where possible we encourage existing enforcement structures to take up the responsibility of receiving and dealing with UCoC violations, in accordance with the guidelines stated above. If the local enforcement structure is stricter than the following baseline in a particular case, we recommend following the existing local enforcement structure over this guideline. In order to make sure that enforcement of the UCoC remains consistent across the movement, we recommend the following baseline principles are applied when handling UCoC violations on the scale of an individual project.

Fairness in process [ edit ]

Transparency of process [ edit ]

Wikimedia projects and affiliates, when possible, should maintain pages outlining policies and enforcement mechanisms in line with the UCoC policy text. Projects and affiliates with existing guidelines or policies in contradiction to the UCoC policy text should discuss changes to conform with global community standards. Updating or creating new local policies should be done in a way that does not conflict with the UCoC. Projects and affiliates may request advisory opinions from the U4C about potential new policies or guidelines.

For Wikimedia-specific conversations occurring on related space hosted on third party platforms (e.g. Discord, Telegram, etc.), Wikimedia’s Terms of Use may not apply. They are covered by that specific website’s Terms of Use and conduct policies. Nevertheless, the behavior of Wikimedians on related space hosted on third party platforms can be accepted as additional evidence in reports of UCoC violations. Wikimedia Foundation should seek cooperation (where feasible) with such third-party platforms and encourage them to add guidelines that discourage exporting of on-wiki conflicts to their spaces.

Processing appeals [ edit ]

Individuals who have been found to have violated the UCoC should have the possibility of appeal.

Appeal pathways [ edit ]

An action by an individual advanced rights holder should be appealable to a local or shared collective decision body other than U4C (such as an ArbCom). If no such collective decision-making body exists, then an appeal to the U4C can be permissible. Aside from this arrangement, local communities may allow appeals to a different individual advanced rights holder.

Appeals are not possible in following cases:

Deciding appeals by U4C and community bodies [ edit ]

The decision should be based on following factors:

UCoC Coordinating Committee (U4C) [ edit ]

A new global committee called the Universal Code of Conduct Coordinating Committee (U4C) will be formed. This committee will be a peer body with other high level decision making bodies (e.g. ArbComs and AffCom), and intended to be a final alternative in the case of systematic failures by local bodies to enforce the Universal Code of Conduct.

Purpose [ edit ]

The Universal Code of Conduct Coordinating Committee monitors reports of breaches of the UCoC, may engage in additional investigations and will take actions to where appropriate. The U4C will regularly monitor and assess the state of enforcement of the Code and may suggest suitable changes to UCoC to the Wikimedia Foundation and the community for consideration. When necessary, the U4C will assist the Wikimedia Foundation in handling cases.

The Universal Code of Conduct Coordinating Committee:

The U4C may not on its own:

The U4C will not take cases that involve employer-employee relations disputes, general disagreements between the WMF and its affiliates, or any matter that does not relate to the violations of the Universal Code of Conduct, and its enforcement.

Scope [ edit ]

There are some limitations on the cases that can be escalated to the U4C for review.

The U4C shall have jurisdiction for final decision making:

The U4C may delegate its final decision making authority except in instances of severe system issues.

Selection, membership, and roles [ edit ]

Voting members of the committee will be selected annually in elections organized and run by the community. Candidates must:

Members of the U4C will sign a non-disclosure agreement to provide them access to nonpublic information.

In exceptional circumstances, the U4C may call interim elections, in a format similar to that of the regular annual elections, if it determines that resignations or inactivity have created an immediate need for additional members.

The Wikimedia Foundation may appoint up to two non-voting members of the Committee.

The U4C may form subcommittees or designate individuals for particular tasks or roles as appropriate.

Membership in the U4C shall be open to any Wikimedia Movement community member in good standing. The U4C’s membership should be reflective of the global and diverse makeup of our global community.

Individual members of the U4C do not have to resign from other mandates (eg. local sysop, member of ArbCom, event safety coordinator), but they may not participate in processing cases they have been involved in as result of their other mandates.

Procedures [ edit ]

The U4C will decide on how often it should convene and on other procedures. The U4C may create or modify their procedures as long as it is with-in their scope. Where appropriate, the Committee should invite community comment on intended changes prior to implementing them.

Policy and precedent [ edit ]

The U4C does not create new policy and may not amend or change the Universal Code of Conduct. The U4C instead applies and enforces the UCoC as defined by its scope.

While the Committee will typically take into account its earlier decisions when deciding new cases, previous decisions do not create precedent. As community policies, guidelines and norms evolve over time, previous decisions will be taken into account only to the extent that they remain relevant in the current context.

U4C Building Committee [ edit ]

Following ratification of the UCoC enforcement guidelines, the Wikimedia Foundation will facilitate a process to draft, in the form of a constitution, the remainder of the U4C process, handle any other logistics necessary to establish the U4C, and help facilitate the initial election procedures.

The Building committee will consist of volunteer movement members brought in through an open application process, affiliate staff volunteering for it and qualified Foundation staff based on specific skills (including legal experience, diversity & inclusion experience, and translatability expertise). Members will be selected by the Vice President of Community Resilience and Sustainability of the Wikimedia Foundation. Volunteer members for the committee will be respected community members with at least two of the following skills or traits:

They will be selected as much as possible to also represent the diversity of our movement in respect to languages spoken, geography, gender, age, project size of their home wiki, and their roles within the Wikimedia movement.

The work of the U4C Building Committee will be ratified either by the Global Council or by a community process similar to the ratification of this document.

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CODE OF CONDUCT

Смотреть что такое «CODE OF CONDUCT» в других словарях:

code of conduct — ➔ conduct2 * * * code of conduct UK US noun [C] SOCIAL RESPONSIBILITY ► a set of rules about how to behave and do business with other people: »The pharmaceutical industry s voluntary code of conduct says doctors may not be given gifts in exchange … Financial and business terms

Code of Conduct — bezeichnet: allgemein einen Verhaltenskodex Titel eines 1999 für den Philip K. Dick Award nominierten Science Fiction Romans von Kristine Smith Titel einer Making of Dokumentation über den Film Eine Frage der Ehre (A Few Good Men) von 2001 … Deutsch Wikipedia

Code of conduct — A code of conduct is a set of rules outlining the responsibilities of or proper practices for an individual, party or organization. Related concepts include ethical codes and honor codes. In its 2007 International Good Practice Guidance, Defining … Wikipedia

Code of conduct — Ein Verhaltenskodex, englisch Code of Conduct, ist eine Sammlung von Verhaltensweisen, die in unterschiedlichsten Umgebungen und Zusammenhängen abhängig von der jeweiligen Situation angewandt werden können bzw. sollen. Im Gegensatz zu einer… … Deutsch Wikipedia

code of conduct — codes of conduct N COUNT The code of conduct for a group or organization is an agreement on rules of behaviour for the members of that group or organization. Doctors in Britain say a new code of conduct is urgently needed to protect the doctor… … English dictionary

code of conduct — noun a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group (Freq. 1) • Syn: ↑code of behavior • Hypernyms: ↑convention, ↑normal, ↑pattern, ↑rule, ↑formula … Useful english dictionary

code of conduct — komercinės veiklos subjektų elgesio kodeksas statusas Aprobuotas sritis civilinė teisė ir procesas apibrėžtis Vienos arba kelių konkrečių komercinės veiklos arba verslo sričių komercinės veiklos subjektų susitarimo pagrindu nustatytos, bet… … Lithuanian dictionary (lietuvių žodynas)

code of conduct — A statement setting out the guidelines regarding the ethical principles and acceptable behaviour expected of a professional organization or company. For example, the Market Research Society has a professional code of conduct and utility companies … Big dictionary of business and management

Code of Conduct (affiliate marketing) — The Publisher Code of Conduct or Code of Conduct is a guideline for ethical online advertising. It was released by the affiliate networks Commission Junction, now part of ValueClick (NYSE:VCLK), but an independent company at that time, BeFree, a… … Wikipedia

Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief — The Code of Conduct for International Red Cross and Red Crescent Movement and NGOs in Disaster Relief was drawn up in 1992 by the Steering Committee for Humanitarian Response to set ethical standards for organizations involved in humanitarian… … Wikipedia

Code of Conduct for Clearing and Settlement — The European Code of Conduct for Clearing and Settlement (Code of Conduct) is an initiative of European securities exchanges, clearing houses and central securities depositories to set a uniform rules for trading, clearing, settlement and custody … Wikipedia

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Code of Conduct

The Code of Conduct has defined the most dangerous sources as Category 1, with accidental parameters that are somewhat different from the A2 values, which are based on the Q system.

Related terms:

Safeguards, security, safety and the nuclear fuel cycle

Nuclear safety

IAEA Safety Standards

The Code of Conduct for the Safety and Security of Radioactive Sources, when implemented, will help national authorities ensure that radioactive sources are used within an appropriate framework of radiation safety and security.

The Code of Conduct for the Safety of Research Reactors strengthens the international nuclear safety arrangements for civil research reactors, taking due account of input from INSAG and the views of others.

IAEA Safety Glossary Terminology used in Nuclear Safety and Radiation Protection, 2007 edn.

Safety Standards Series : The IAEA safety standards reflect an international consensus on what constitutes a high level of safety for protecting people and the environment from harmful effects of ionizing radiation. They establish fundamental safety principles, requirements and measures to control the radiation exposure of people and the release of radioactive material to the environment, to restrict the likelihood of events that might lead to a loss of control over a nuclear reactor core, nuclear chain reaction, radioactive source or any other source of radiation and to mitigate the consequences of such events if they do occur. The standards apply to facilities and activities that give rise to radiation risks, including nuclear installations, the use of radiation and radioactive sources, the transport of radioactive material and the management of radioactive waste.

IAEA Safety Reports Series: Publications in the Safety Reports Series report on practical examples and detailed methods for the application or use of Safety Requirements or Safety Guides. Other publications in the Safety Reports Series may be in the form of monographs on various scientific and technical subjects that are safety related.

IAEA Technical Documents (TECDOCS): The IAEA-TECDOC Series includes both the proceedings of meetings and monograph type documents. Publications are issued in the TECDOC series if it is expected that the lifetime of the publication may be short, or if the subject matter is of a tentative nature or of relatively low significance to Member States (TECDOCs are also issued by the IAEA in areas other than nuclear safety and security).

Emergency Preparedness and Response Series: Publications in the EPR Series are practical publications that support the use of the Safety Guides, or the relevant conventions. They are developed by the IAEA’s Incident and Emergency Centre.

INSAG Series: This series was introduced for reports to the Director General on safety matters by the International Nuclear Safety Group (INSAG), an independent expert group established in 1985 by the Director General of the IAEA.

Training Course Series: These publications contain lecture notes or other training material. (Publications in the Training Course Series are also issued in areas other than nuclear safety and security.)

Radiological Assessment Reports Series: Reports on assessments of radiological conditions, such as conditions of exposure to radiation due to radioactive residues from nuclear weapon testing, are published in the Radiological Assessment Reports Series. Their purpose is to report on radiological conditions and to disseminate conclusions and recommendations for any further actions necessary for the protection of human health and the environment.

Provision for the Application of Safety Standards: The IAEA’s Statute authorizes it to apply its standards at the request of any state, including through independent peer review appraisal services to determine the status of compliance with its standards.

Proceedings Series: Proceedings are the published record of conferences and symposia; they typically contain the opening addresses, keynote speeches, contributed papers, presentations, topical discussions held during the gathering, conclusions and summaries of sessions.

An international Code of Conduct for responsible spacefaring nations

Publisher Summary

According to the chapter, a Code of Conduct is responsible for space-faring nations that could provide valuable near-term results in further mitigating space debris and in minimizing the likelihood of further anti-satellite (ASAT) weapon tests in space. A Code of Conduct clarifying responsible space-faring activities might also usefully include provisions regarding space traffic management, consultation arrangements, and sharing information. The Code of Conduct also reveals many forms, including bilateral or multilateral arrangements between or among space-faring nations. It could be drawn up by major space-faring nations in an ad hoc body created especially for this purpose. Key features of a Code of Conduct might be developed in the Conference on Disarmament (CD) or the Committee on the Peaceful Uses of Outer Space (COPUOS). However, the chapter conveys the argument for a greater sense of urgency in proceeding, rather than for a particular way to proceed. The option for sufficient support for a Code of Conduct, where the interested parties can devise an appropriate work plan to make this concept a reality is discussed herein.

Prospect for Environmental Change

The Business Charter for Sustainable Development

One of the best known codes of conduct relating to business and the environment has been drawn up by the International Chamber of Commerce (ICC) and boldly named the Business Charter for Sustainable Development (see Box 1 ). Given that the ICC is an international agency funded by businesses and best known for its campaigning work on free trade and deregulation, the development of an environmental charter has been seen by many as an attempt to move debates away from command and control instruments, such as legislation and towards voluntary action and broad codes of conduct.

The 16 principles of the ICC Business Charter for Sustainable Development

Corporate priority – to recognise environmental management as among the highest corporate priorities and as a key determinant to sustainable development; to establish policies, programmes and practices for conducting operations in an environmentally sound manner.

Integrated management – to integrate these policies, programmes and practices fully into each business as an essential element of management in all its functions.

Process of improvement – to continue to improve corporate policies, programmes and environmental performance, taking into account technical developments, scientific understanding, consumer needs and community expectations, with legal regulations as a starting point; and to apply the same environmental criteria internationally.

Employee education – to educate, train and motivate employees to conduct their activities in an environmentally responsible manner.

Prior assessment – to assess environmental impacts before starting a new activity or project and before decommissioning a facility or leaving a site.

Products and services – to develop and provide products and services that have no undue environmental impact and are safe in their intended use, that are efficient in their consumption of energy and natural resources and that can be recycled, reused or disposed of safely.

Customer advice – to advise and, where relevant, educate customers, distributors and the public in the safe use, transportation, storage and disposal of products provided; and to apply similar considerations to the provision of services.

Facilities and operations – to develop, design and operate facilities and conduct activities taking into consideration the efficient use of energy and raw materials, the sustainable use of renewable resources, the minimisation of adverse environmental impact and waste generation and the safe and responsible disposal of residual wastes.

Research – to conduct or support research on the environmental impacts of raw materials, products, processes, emissions and wastes associated with the enterprise and on the means of minimising such adverse impacts.

Precautionary approach – to modify the manufacture, marketing or use of products or services to the conduct of activities, consistent with scientific and technical understanding, to prevent serious or irreversible environmental degradation.

Contractors and suppliers – to promote the adoption of these principles by contractors acting on behalf of the enterprise, encouraging and, where appropriate, requiring improvements in their practices to make them consistent with those of the enterprise; and to encourage the wider adoption of these principles by suppliers.

Emergency preparedness – to develop and maintain, where appropriate hazards exist, emergency preparedness plans in conjunction with the emergency services, relevant authorities and the local community, recognising potential crossboundary impacts.

Transfer of technology – to contribute to the transfer of environmentally sound technology and management methods throughout the industrial and public sectors.

Contributing to the common effort – to contribute to the development of public policy and to business, governmental and intergovernmental programmes and educational initiatives that will enhance environmental awareness and protection.

Openness to concerns – to foster openness and dialogue with employees and the public, anticipating and responding to their concerns about the potential hazards and impacts of operations, products, wastes or services, including those of transboundary or global significance.

Compliance and reporting – to measure environmental performance; to conduct regular environmental audits and assessments of compliance with company requirements and these principles; and periodically to provide appropriate information to the board of directors, shareholders, employees, the authorities and the public.

The Business Charter for Sustainable Development is the most widely supported code of conduct of its kind with over 1200 corporate signatories worldwide. Companies who sign up to the Charter are expected to express their commitment to the ICC and the wider public, work towards improved environmental performance and demonstrate and communicate progress.

Since there is no established mechanism for monitoring or ensuring compliance, those who recognise the Charter are therefore putting trust in industry to adhere to its principles. However, whilst Principle 16 asks organisations to measure environmental performance and conduct regular audits, there is no strict requirement to report this to the public. Background notes to the Charter suggest that the role of environmental auditing is to serve as ‘an internal tool, the results of which are for company use’.

International safety standards for radioactive waste (RAW) management and remediation of contaminated sites

3.4.2 Code of Conduct on the Safety and Security of Radioactive Sources

An internationally endorsed, non-binding Code of Conduct [ 50 ] was approved in 2004 to facilitate the safe management of radioactive sources, including disused sealed sources that in most cases are declared as RAW. The objectives set out in the code should be achieved through the establishment of a comprehensive system of regulatory control of sources, applied from their initial production to their final disposal, and a system for the restoration of such control if it has been lost. To facilitate the implementation of the Code of Conduct, in 2005 a document ‘Guidance on the Import and Export of Radioactive Sources of Category 1 5 and Category 2 6 ’ was also agreed [ 51 ]. As of May 2011, 103 Member States have expressed support for the provisions of the Code of Conduct [ 52 ].

Educational Programs for Sustainable Societies Using Cross-Cultural Management Method

Sustainable Development Methodology

There is a wide range of existing codes of conduct and best practice, business principles, and guidelines for sustainable development. In the process of planning of our activities we have used the framework derived from a number of key sources, including UNESCO ESD-Sustainable Development Action Plan for Education and Skills, the Rio Declaration, World Business Council on Sustainable Development, SIDA, National Strategy for Sustainable development of Serbia, and so on. For a guiding methodology for an introduction of sustainable development in organizations, we decided on a combination of the SIGMA (Sustainability Integrated Guidelines for Management) project (SIGMA Guiding Principles and SIGMA Management Framework) and the Natural Step Framework (TNS). The SIGMA project was launched in 1999 by the British Standards Institution, Forum for the Future, and Account Ability, with support of the U.K. Department of Trade and Industry (DTI). SIGMA recognizes that a key issue for organizations that want to respond to the challenge posed by sustainable development is how to take effective action. SIGMA provides a clear, practical, integrated framework for organizations. It allows an organization to build on what it has, to take a flexible approach according to its circumstances, and to reduce duplication and waste by seeing how different elements can fit together.

The SIGMA Management Framework is a cycle of four flexible implementation phases: leadership and vision, planning, delivery, and review, feedback, and reporting. Organizations may enter and move through the phases at different speeds and give different phases and different emphasis depending on their individual circumstances, the availability of resources, and the level of maturity of their sustainable development policies, strategies, and programs. The SIGMA Management Framework may be used to integrate existing management systems, build on existing approaches, and establish a stand-alone management system as guidance to deepen and broaden existing management practice without the formal structure of a management system. In order to ensure compatibility with the existing practice, the SIGMA Management Framework is modeled on approaches widespread in management systems. The “Plan, Do, Check, Act” model that underpins the SIGMA Management Framework is familiar to many organizations and has the benefit of being both practical and effective in delivering improved organizational performance.

The TNS framework is a methodology developed by The Natural Step, an international organization that helps organizations move strategically toward sustainability. It enables organizations to create optimal strategies for dealing with the present-day situation by incorporating a perspective of a sustainable future. Today’s perception of what can be achieved never determines the direction of change, solely pace. This results in investments and activities that not only move the organization toward sustainability, but also maximize short-term profitability and long-term flexibility. The Natural Step framework is used by a number of organizations, including many global corporations in Europe and the United States, to provide strategic direction for their sustainability initiatives. The framework does not prescribe detailed actions. Once an organization understands the framework, it identifies and specifies the detailed means by which to achieve the strategy, because it knows its business best. Steps in the planning process are understanding and discussing the system conditions for sustainability, describing and discussing how the company relates to the system conditions in today’s situation, creating a vision of how the company will fulfill its customers’ needs in the future while complying with the system conditions, and specifying a program of actions that will take the company from today’s situation to the future vision (Checkland 1999; Martin & Hall 2002 ).

Industrial engineer’s role as a consultant

22.9 Sample codes of ethics

The codes of ethics for the professional consultants framed by The European Federation of Association of Management Consultants (FEACO), are given in the annexure. Nevertheless, the do’s and don’ts are reproduced here as an illustration.

All member associations must subscribe to FEACO’s Code of conduct and practice under which it is regarded as unprofessional conduct

Do not advertise in a blatant and commercial manner.

Do not accept any trade commission, discounts or considerations of any kind in connection with the supply of services or goods to a client.

Do not have interest in firms supplying goods or services to their clients, or to be under their control, or to fail to make known any kind of interest likely to affect their service.

Do not calculate remuneration on any basis other than the agreed professional scale of fees.

Do not disclose confidential information regarding the client’s activities.

Do not pay or accept payment for the introduction of clients except in accordance with the recognized and generally accepted professional practice in the country concerned.

Do not do anything that does not accord with the statutes of the profession.

Genetic Ethics

Principle-Based Ethics

The study of what is right and what is wrong in the practice of medicine is called biomedical ethics. This is the code of conduct followed by members of the medical profession. It can be framed by five basic principles:

Beneficence. Beneficence is prioritizing the welfare of persons and maximizing benefits to their health. The type of conduct derived from this principle is positive: healthcare providers should strive to do good. Beneficence requires that the healthcare provider be an advocate of the patient’s welfare, acting in good faith for the benefit of that patient. This the provider–patient relationship requires honesty, trust, confidence, and loyalty ( Uhlmann et al., 2009 ).

Nonmaleficence. Nonmaleficence involves restrictions on the behavior of the healthcare provider. This principle exists in negative terms: ‘Do no harm’ ( Uhlmann et al., 2009 ).

Autonomy. Autonomy is the recognition of the intrinsic value of the individual; respect for each individual, that person’s capabilities, and that person’s values and beliefs. It represents each person’s freedom from influences that may prevent him/her from making meaningful choices. This is closely tied in with informed consent and a patients right to decide what will be done with his/her own body ( Uhlmann et al., 2009 ).

Confidentiality. Confidentiality is dependent on and the foundation for a trusting relationship between patient and healthcare provider. It is the prohibition of disclosure of any information about the patient’s care and welfare to outside parties. Healthcare providers are obliged to take precautions with the patient’s personal information to ensure that only authorized access occurs. The principle of confidentiality provides a basis for the Health Insurance Portability and Accountability Act (HIPAA) Privacy Rule ( Uhlmann et al., 2009 ).

Justice. The principle of justice implies fairness and equitable, appropriate treatment for all persons. Justice includes each patient having access to and receiving the best care possible. From a societal perspective, it implies a fair distribution of the benefits and burdens of healthcare ( Uhlmann et al., 2009 ).

These principles serve as a guide and provide a framework for ethical decision making. In any given scenario, each of the principles described above may work in conjunction with one or more of the other principles. There is no single, ‘right’ way to make an ethical decision; but our decisions should be consistent with our own set of values and those of our professions ( Uhlmann et al., 2009 ). Many professions provide a code of ethics for their members. A code of ethics presents the moral obligations pertinent to the kinds of activities in which the members of the profession are engaged. For example, the Code of Ethics written for members of the National Society of Genetic Counselors (NSGC) provides four basic areas of content ( Bennett et al., 2006 ):

Section I: Genetic Counselors Themselves ○

Example: “Genetic counselors strive to recognize the limits of their own knowledge, expertise, and therefore competency in any situation” ( Bennett et al., 2006 ).

Section II: Genetic Counselors and Their Clients ○

Example: “Genetic counselors strive to respect their clients’ beliefs, inclinations, circumstances, feelings, family relationships and cultural traditions” ( Bennett et al., 2006 ).

Section III: Genetic Counselors and Their Colleagues ○

Example: “Genetic counselors strive to assure that the individuals under their supervision undertake responsibilities that are commensurate with their knowledge, experience and training” ( Bennett et al., 2006 ).

Section IV: Genetic Counselors and Society ○

Example: “Genetic counselors individually or through their professional organizations, strive to serve as a source of reliable information and expert opinion for policy makers and public officials” ( Bennett et al., 2006 ).

Genetic testing raises a host of ethical quandaries, some of which will be discussed in this article. The use and utility of these tests should be examined with these ethical principles – beneficence, maleficence, autonomy, justice, and confidentiality – in mind. These principles also provide a framework to evaluate new technologies: just because we can do something, does not mean that we should. As the capabilities of our technologies begin to outpace our knowledge, this framework will help us to use them responsibly, fairly, and humanely.

Regulatory Framework

7.2 “Soft Law” Agreements

MPD, marine plastic debris; UNEA, United Nations Environment Assembly.

Recent UN resolutions, global environmental agreements, and decisions of international agencies have raised international attention to the problem of MPD. The fifth international Marine Debris Conference in Honolulu, coorganized by United Nations Environment Program (UNEP) and the National Oceanic and Atmospheric Administration (NOAA) in 2011, was the first step toward a global strategy and action plans on plastic marine pollution.

The G7 Summit in June 2015 adopted an action plan, covering land- and sea-based sources of marine litter, awareness raising and outreach, and removal actions. The Leaders’ declaration G7 summit stated, “We acknowledge that marine litter, in particular plastic litter, poses a global challenge, directly affecting marine and coastal life and ecosystems and potentially also human health.”

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