The Corporate Integrity Partnership’s core value is that Integrity is at the heart of a robust, truly sustainable and competitive organisation.
Our aim is to support the development of corporate-led ethical values as the driving force for success in good organisations.
We focus on the leadership of an organisation as leaders’ behaviours define the values and shape the culture of the organisation. Leadership plays the most important role throughout an organisation in ensuring that the elements of corporate integrity are embedded and effective. We can support leaders in ensuring the values of their organisation are reflected in the culture and behaviours of managers and staff.
In good, ethics-based organisations, employees are recognised for making the right decisions. The organisation’s values are pervasive and employees behaviours are a reflection of the ethical values and leadership of the organisation. The values and behaviours ensure that the right touch to the workforce and their managers is felt because the top of the organisation demonstrates executive integrity in shaping policies. The governance frameworks and the processes of decision-making and delivery applying to individuals and teams are robust and suitably transparent.
Organisations are beset by risk, and the management of it is the primary function of the senior managementy. Responses to the risk drivers must be practical and pragmatic. It is of no worth for the ethical values of the business to be things of themselves, and
high integrity organisations are characterised as having ethical values that unify the organisational constituents and functions, that encourage exemplary performance and isolate dysfunction and inefficiency. Shared commitment to the values of the high integrity organisation leads to high productivity, thoughtfulness and reliability.
The ethical component is noticed by investors, customers, potential clients and the supply chain and it seeps into the reputation of the organisation as perceived by its stakeholders and social partners. That in turn gives a competitive edge in whatever sector the organisation operates. Given the choice, who would not want to lead or to work in a high integrity organisation?
An ethical or high integrity organisation transcends the aims and objectives of a compliance-based organisation, the former rooted in governance arising from shared accountability, the latter rooted in avoidance of legal enforcement. Richard C Breeden, former Chair of the SEC and famous transformer of distressed businesses once noted: “It is not an adequate ethical standard to aspire to get through the day without being indicted”
Members of the Corprate Integrity Partnership hold these values by virtue of their long experience, and their professional tussles, both in the field and in corporate life. Our experience is that it is immensely rewarding to choose to do the right job. In that part of his practical philosophy he called ethics, Aristotle noted the just person will choose to act justly, which later philosophers interpret as a person becomes just by acting justly.
Therefore we may say: "Organisations become ethical by choosing to act ethically"