Reports

Institute Reports and Surveys analyze key issues related to business ethics and offer recommendations for practice. Institute Reports and Surveys are available free-of-charge. To apply for permission to reprint portions of an Institute report or survey, please submit a written request to info@corporate-ethics.org.

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2009 Compliance and Ethics Forum Summary Report: Leading Thoughts and Practices

2009 Compliance and Ethics Forum Summary Report: Leading Thoughts and PracticesIn November 2009, Altria Group, Inc. and the Business Roundtable Institute for Corporate Ethics co-hosted a Compliance and Ethics Forum for more than 50 compliance executives and legal professionals. The Forum’s theme—Demonstrating Ethical Leadership During Challenging Economic Times—was designed to recognize the unprecedented economic environment and focus on how leadership can positively affect an organization’s commitment to ethical behavior.

This report, 2009 Compliance and Ethics Forum: Leading Thoughts and Practices, provides a summary of many important discussions from the Forum and identifies several key ideas and leading practices that resulted from it; as well as recommends actions for strengthening corporate ethics programs. Thought Leaders featured in the report include:

  • John Castellani, President, Business Roundtable
  • Professor Robert F. Bruner, Dean of the Darden School, University of Virginia
  • Jacqueline E. Brevard, Esq., Vice President, Chief Ethics Officer, Merck & Co., Inc.
  • Kimberly Strong, Senior Vice President, Chief Ethics & Compliance Officer; AOL Inc.

Read the report: 2009 Compliance and Ethics Forum: Leading Thoughts and Practices

The Dynamics of Public Trust in Business—Emerging Opportunities for Leaders

The Dynamics of Public Trust in Business—Emerging Opportunities for Leaders(June 10, 2009)
This report, authored in Partnership with the Arthur W. Page Society, identifies new approaches that will better enable leaders to proactively build trust. Specifically, it recommends concrete actions that business leaders can take with respect to building mutuality, balancing power, and creating trust safeguards. It gives several examples of organizations that are building trust successfully and notes that the trend may result from businesses making social good a part of how they conduct their businesses.

 

Shaping Tomorrow’s Business Leaders: Principles and Practices for a Model Business Ethics Program

Shaping Tomorrow’s Business Leaders: Principles and Practices for a Model Business Ethics Program(October 3, 2007)
This report calls on business schools to adopt principles and practices for building model business ethics programs at their institutions. The report includes an introductory letter from Harold McGraw III, Chairman of Business Roundtable and Chairman, President and CEO, The McGraw-Hill Companies. Based on the leading thinking of noted faculty and business leaders, the report provides clear and actionable recommendations for business schools attempting to build or strengthen the ethics education of their students.

 

Leading Corporate Integrity: Defining the Role of the Chief Ethics and Compliance Office

(August 13, 2007)
Apples to Apples – A Standard Template for Reporting Quarterly EarningsThis report represents the first cooperative effort by leading business ethics organizations to fully define the role of the Chief Ethics and Compliance Officer. Along with the Institute, representatives of the Ethics Resource Center (ERC), the Ethics and Compliance Officer Association (ECOA), the Open Compliance and Ethics Group (OCEG), and the Society of Corporate Compliance & Ethics (SCCE) came together in an ERC Fellows Program working group to complete this report.

 

Apples to Apples – A Standard Template for Reporting Quarterly Earnings

(April 2, 2007)
Apples to Apples – A Standard Template for Reporting Quarterly EarningsIn this report published the CFA Centre for Financial Market Integrity and the Business Roundtable Institute for Corporate Ethics jointly call on companies to improve the quality and clarity of quarterly earnings announcements by adopting a standard template for reporting quarterly earnings information. The recommendations follow the two organizations’ work on short-termism in the markets.

 

Ethics Guide for Job Interviews

(August 17, 2006)
Ethics Guide for Job InterviewsDesigned by Academic Advisor Patrick Murphy, a professor of marketing and co-director of the Institute for Ethical Business Worldwide at the University of Notre Dame, this brief guide helps job seekers and recruiters integrate ethics into the recruitment process. The guide covers the benefits of ethical work environments, includes sample questions which recruiters and job seekers can pose during an interview, and lists unethical behaviors to be avoided.

 

Breaking the Short-term Cycle

(July 24, 2006)
Breaking the Short-term CycleThe CFA Centre for Financial Market Integrity and the Business Roundtable Institute for Corporate Ethics held a series of symposia through 2005 and 2006 addressing the issue of short-term thinking in today’s financial markets. This report and the proposals it contains reflect the opinions of panel participants in these meetings. Participants included corporate leaders, asset managers, institutional investors, and analysts. The report encourages all market participants to refocus on long-term value and provides recommendations concerning earnings guidance, incentives and compensation, leadership, communications and transparency, and education

 

Mapping the Terrain of Business Ethics

(June 8, 2004)
Mapping the Terrain of Business EthicsThe Mapping the Terrain of Business Ethics study surveyed Business Roundtable CEOs to understand the most important ethics issues facing corporate leaders. In survey responses, CEOs indicated that the five most important corporate ethics issues facing the business community are: 1) regaining the public trust; 2) effective company management in the context of today’s investor expectations; 3) ensuring the integrity of financial reporting; 4) fairness of executive compensation; and 5) ethical role-modeling of senior management.