My experience as advisor tells that if you want your business running well you have to get confidence with your employees and with your clients showing a solid company ethical structure. I am available for further inquiries

Values determination:

This examine the various ways in which an organization can unearth its core values, have them canvassed, consulted upon and agreed to, by all employees, as the first step in building a code. It would essentially state the critical path from values to principles, principles to
standards, and to codification of guidelines, as the basis for a Code.

Key points regarding the development of Codes

• If you don't need a Code, don't develop one! In some smaller organizations, something less than a formal code, perhaps a brief statement which all endorse, may be sufficient depending upon the culture and climate.

• If you do need one (and most organizations do), you MUST develop one, or there will be an informal "Code", possibly working against you, via folklore and cultural myths.

• Codes must be developed only through proper consultation with all stakeholders. Topdown does not work! Those whom you don't consult, will be your "weak-link" forever after.

• A Code must be more than a mother/fatherhood statement. It must spell out Values and Principles and, to the extent necessary, provide clear Guidelines and advice on dealing with scenarios that may arise, which could present users with an ethical dilemma.

• A Code must be realistic, practical and workable in a "real world" setting. If it is too highsounding and utopian it will be written off as irrelevant by the majority of its potential
users.

• Codes must be palatable in terms of size and language. They must be easy to read and, if it has to be complex and lengthy, it must be well indexed in order to easily locate issues.
Language must cater for multicultural and differing educational needs.

• Once established the Code must be driven hard from the CEO down and it must be evident that non-compliance will be very costly for those concerned.

• Codes must be reinforced by proper awareness raising, education and training of its users, eg: general employee orientation, special purpose training, client education. This must be an ongoing process, not "one-off'.

• A Code must not contravene, either in law or in spirit, any other widely accepted principles or over-riding conventions, such as the right to fair-trading, freedom of speech, equity and access, freedom of information, etc.

• A Code cannot work effectively in isolation, it needs to be supported by other "environmental" actions to place it into context and provide the muscle to achieve compliance, eg: Industry-wide "social" pressure - Industry-wide marketing of expectations - Community education and information - Wide publicity & exposure of unethical behavior - Political lobbying to achieve legislative support

• A Code needs to be regularly reviewed for currency and relevance to todays rapidly changing circumstances and newly emerging dilemmas; and

• A Code must be highly visible through extensive public display, with values and principles restated in eg: notice boards, newsletters, publications, documents, annual reports, public announcements, prospectuses, introductions to new products or services. People should

Principle 1

• Efficiency, Effectiveness and Diligence
• Self Development & Self Care Obligations

Principle 2

• Lawful and Unlawful Instructions

Principle 3

• Avoidance of Wasteful Practices
• Approved Use of Public Property & Facilities
• Effective Management of Human Resources
• Use of Government Vehicles
• Safekeeping of Public Property
• Economic Use of Consumables
• Use of Communication Facilities
• Official Travel and Travel Allowances

Principle 4

• Personal Behavior
• Respect for the dignity, rights and views of others
• Concern for fellow employees
• Concern for safety health and welfare
• Use and abuse of authority
• Avoidance of harassment and discrimination
• Use and abuse of substances
• Managerial Behavior

Principle 5

• Provision of Goods & Services
• Ethical Decision Making
• Human Resource Management and Employment

Principle 6

• Appearance before Committees and Hearings
• Impartiality
• Public Liability

Principle 7

• Cultural norms
• Outside work behavior
• Confidentiality and Disclosure
• Improper use of privileged information
• Public and private comment

Principle 8

• Conflict of Interest
• Political and Industrial Participation
• Gifts, Gratuities, Hospitality, Rewards and Benefits
• Intellectual Property
• Public Duty and Private Affairs

Principle 9

• Information and Records Management
• Protection of restricted or private information
• Impacts of advances information technology
• Provision of accurate and complete information
• Freedom of Information

Main Principles

• Responsiveness to governments;
• Close focus on results;
• Merit as the basis for staffing;
• Highest standards of probity, integrity & conduct;
• Strong commitment to accountability;
• Continuous improvement through teams & individuals.

Divided into the following aspects of the code at the time:

SERVING THE GOVERNMENT

• Responsiveness & Impartiality
• Accountability

SERVING THE PUBLIC

• Being responsive to the public
• Making fair and equitable decisions

EFFICIENCY, EFFECTIVENESS, PROFESSIONALISM & INTEGRITY

• Working professionally
• Public comment on political & social issues
• Participating in political activities
• Participating in industrial activities
• Privacy of personal information
• Managing official information
• Using official facilities
• Avoiding improper use of official powers
Strategic Implementation Knowledge Box: as at 18/1112004 3:23 PM 17
• Prior authorisation for public comment
• Written comment

CONFLICT OF INTERESTS

• Financial or other private interests
• Acceptance of gifts & other benefits
• Outside employment while working in the public service
• Acceptance of business opportunities

WORKING IN THE SERVICE

• Working with others
• Being responsive to the public