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Creating a Culture of Integrity

Business Ethics for the 21st Century

For companies, unethical business practices like bribery and corruption pose major business risks, and can result in fines, reputational damage, lost business opportunity and – increasingly – criminal or civil charges.

Organizations have responded to this critical governance issue with rigorous formal integrity and compliance frameworks, to set out and enforce standards for ethical business practice. But companies also need to create an enduring culture of integrity that establishes doing the right thing as the cultural norm across the organization – and this requires more than compliance alone.

Creating a Culture of Integrity identifies the key actions sustainability and compliance officers can take to foster this cultural shift within their organizations.

This "one-stop" toolkit for embedding integrity also includes: inspiring best-practice case studies from companies who’ve implemented culture change, with insights on how they deal with ethical dilemmas when these arise and; powerful arguments to help you make the business case for building a strong ethical culture around your compliance system.

[The] book covers the importance and nature of good culture really well. I liked the structure as well as the way you use lots of examples—essential for a topic which can sometimes seem abstract and intangible. Wonderful practical tips. 

Stuart Palmer, Head of Ethics, Australian Ethical Investment

You’ve done a fine job of capturing a lot of the issues surrounding business ethics leadership ... congratulations on your good work. 

Bill O’Rourke, former President Alcoa Russia, VP Sustainability and Environment Health and Safety Alcoa, and Ethics Fellow at the Wheatley Institution, Brigham Young University.

Abstract

About the authors

Acknowledgements

1. Introduction

2. Moving beyond compliance

3. Values and culture

4. Setting up support systems

5. Model: Leading by example

6. Educate: training and awareness

7. Reward: performance and incentives

8. What to do when things go wrong

9. Keeping your culture strong

Notes and References

ANDREA SPENCER-COOKE has been involved in shaping sustainable business thinking and practice at leading companies for over two decades. FRAN VAN DIJK is a sustainability strategist working with companies to demonstrate the benefits of sustainability.

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