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Ethikos Index: Stories From June 1987 - April 2012

    March/April 2012 (Vol. 25, No.5)

  • ‘Cultural Diagnostic’ Helps Centene Corp. Gauge Its Ethical Health. By Andrew Singer

      A company believes that its ethics and compliance (E&C) program is clear, comprehensive, and effective. But how does it really know? Can it quantify that feeling?

      Centene Corporation (St. Louis), a Fortune 500 multi-line healthcare provider, believed that its corporate culture was “sound,” recalls Robert Miromonti, vice president, Ethics & Compliance. But to be sure, in 2008 it launched a “cultural diagnostic survey.” This was at a time when the company was taking a new look at compliance ‘best practices.’[story length: about 1,800 words]

  • How General Electric Dealt With a Compliance Breakdown. By Alexandra Theodore

      When it comes to issues of ethics and compliance, it’s often predicting what hasn’t happened yet that proves the greatest challenge. “I never say I’m comfortable,” says General Electric Company’s Brackett B. Denniston, III. “Because I know something will come out of the blue.”[story length: about 1,300 words]

  • Ethics Officer Swings by A.J. Gallagher Branch Offices—All 225 of Them. By Andrew Singer

      Thomas J. Tropp, vice president of Corporate Ethics and Sustainability at Arthur J. Gallagher & Co. (Itasca, IL), the global insurance brokerage and risk management services firm, is on the road most every week. Last year he visited most of the firm’s 225 global offices—from Singapore to Sao Paulo—speaking and listening to Gallagher employees regarding the values of the company and the role of ethics in business. [story length: about 2,400 words]

  • Now at Office Depot: Compliance Hotline Accepts Text Messages

      When Office Depot (Boca Raton, FL), decided that it needed a code of ethics, it was considered a matter of foresight. “It was a proactive rather than a reactive move,” recalls Robert Brewer, chief compliance officer at the office supply company.[story length: about 1,200 words]

  • ‘The U.S. Needs to be a Leader’ in Fighting Corruption, Says DoJ’s Breuer. By Alexandra Theodore

      When it comes to increased enforcement on the part of the Securities and Exchange Commission (SEC) and the U.S. Department of Justice (DoJ) regarding the Foreign Corrupt Practices Act (FCPA), Lanny Breuer’s opinions have always been clear, and they haven’t changed. [story length: about 1,500 words]

  • How Siemens Bounced Back After a Scandal

      Key points to regaining public trust after a scandal are the swiftness of a company’s response, the accuracy of its problem diagnosis, and the installation of proper mechanisms to prevent the problem from occurring again, says the UK’s Institute of Business Ethics (IBE).[story length: about 800 words]

  • Jules Kroll: ‘No stick, no compliance’

      While Jules Kroll defended the embattled Goldman Sachs as a historically honest and reliant entity at the recent 2012 Global Ethics Summit, he spared no such optimism on the developing world—including countries like China and India where business risk is decidedly high.

      “This is a ‘hookers and Johns’ culture,” said Kroll, referring to company efforts to do business in these countries. Many panelists at the March 15-16 conference hosted by Ethisphere and Thomson Reuters expressed cautious optimism in the progress they have made in doing business honestly in countries like China and India, which have in the past ranked high on corruption indexes. But Kroll, CEO of Kroll Bond Ratings, Inc., did not. He referred to China, for instance, as a ‘den of criminals,’ who will take any advantage. [story length: about 850 words]

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  • January/February 2012 (Vol. 25, No.4)

  • National Grid Energized By ‘Ethics Liaisons’. By Andrew Singer

      Many corporations now have ethics “helplines,” a toll-free number that employees can call to report wrongdoing or simply ask a question—about the company’s ‘gifts’ policy, say. But some employees still find it daunting to pick up the telephone and call a stranger. Will their call be reported to executives within the company? Will they suffer repercussions? That’s why it’s helpful to have someone on your ‘team’ to go to with such issues—a colleague right on the factory floor, so to speak. [story length: about 1,800 words]

  • Ryder Gets Resourceful With Ethics and Compliance Training. By Alexandra Theodore

      Many companies today deliver ethics and compliance training to their employees online. They can learn about the company’s rules and policies while sitting at their office desks. This works well—up to a point. But what do you do at a company like Ryder System, Inc. (Miami), the transportation and logistics company—best known for its fleet of rental trucks—whose 25,000-plus work force includes many drivers and warehouse workers who do not have easy access to computers. How do you train them? [story length: about 1,200 words]

  • Why AECOM Conducts its Ethics Investigations In-house. By Andrew Singer

      Susan Frank runs the global ethics and compliance office at AECOM (Los Angeles), the engineering and project development firm with more than 45,000 employees worldwide. She heads a full-time staff of six that includes two certified fraud examiners and an investigations attorney. If that seems heavy on the investigations side, especially for such a small office—it is. But Frank believes it is a “tremendous” advantage to have the ethics investigations function ‘in house,’ as it is at AECOM. [story length: about 1,800 words]

  • The EU Takes a Tentative First Step Toward Compliance Programs. By Joe Murphy

      In late November 2011, the European Commission, the agency responsible for EU-wide enforcement of EU competition law, issued its first-ever guidance on compliance programs (“Compliance matters: What companies can do better to respect EU competition rules,” Special first edition, Nov. 2011, In the past the EU had appeared to ignore compliance programs, and was reported to have even sought evidence of internal compliance programs to use against companies (to show that violations were knowing). But through this brochure, it now officially encourages programs and offers suggestions on what they should contain. [story length: about 2,400 words]

  • Anti-Corruption Enforcement Gains Traction On a Global Scale. By Andrew Singer

      You probably can’t find a country in the world where bribery is legal, says Brian Loughman. But anti-bribery laws mean nothing if they are not enforced. That’s why recent developments are encouraging. [story length: about 800 words]

  • Focusing on ‘the right kind of profits’

      What was one of the biggest corporate responsibility events of 2011? “Porter and Kramer’s piece in the January [2011] issue of the Harvard Business Review on ‘Creating Shared Value’ has probably done more to get corporate responsibility issues into the boardroom than anything else written this year,” writes the Sustainable Business Forum. [story length: about 400 words]

  • When it comes to company reputation, avoiding scandal and wrongdoing trumps CSR, survey finds

      People are more likely to buy products from an organization with a good reputation than one that is financially successful, a recent study shows. More than half of the consumers surveyed admitted they are more confident buying products from a company with a ‘most admired’ standing than one with a positive financial forecast. [story length: about 500 words]

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  • November/December 2011 (Vol. 25, No.3)

  • AGCO Corp Under Investigation, Borrowed a Leaf from Caterpillar. By Andrew Singer

      When Debra Kuper arrived at AGCO Corporation in early 2008 as its new vice president, general counsel, and corporate secretary, the company was in trouble. [story length: about 2,000 words]

  • Daiichi Sankyo USA: Making Ethics the ‘Easy Sell.’ By Alexandra Theodore

      Changing people’s perceptions can often be a ‘hard sell.’ So say compliance officers who have tried to get employees to embrace their company’s ethics and compliance programs. “If you approach it from a marketing standpoint, compliance is one of the biggest challenges because people often see it as a roadblock, an obstacle to what they want to get done,” Susan Romanus, chief ethics and compliance officer at pharmaceutical company Daiichi Sankyo USA (Parsippany, NJ), tells Ethikos.[story length: about 1,100 words]

  • CA Technologies Turns To Humor in Training. By Alexandra Theodore

      When it comes to ethics and compliance, CA Technologies (Islandia, NY) prides itself on its strong in-house education program. Still, in the spring of 2009, something was found to be missing, according Joel Katz, chief ethics and compliance officer of the IT management and software company. [story length: about 1,300 words]

  • Walgreens’ Ethics Prescription: Face-to-Face Conversations. By Andrew Singer

      If you want to spread the ethics message within a large organization, there’s much to be said for live appearances. At Walgreens (Deerfield, IL), the giant drug store chain, Chief Compliance Officer Laura Merten and staff spend much time conducting “outreach” efforts, fanning out across the country to meet ‘live’ with employees and managers [story length: about 1100 words]

  • More Top Execs Charged in FCPA Cases

      Out of 61 individuals who were the subject of governmentinitiated civil or criminal actions alleging Foreign Corrupt Practices Act (FCPA) violations in the past six years, the majority were president, CEO, or chief operating officer of their respective companies, according to a recent Chadbourne and Parke LLP Compliance Quarterly report.[story length: about 300 words]

  • Companies Still Unprepared for FCPA, UK Bribery Act—Kroll Study

      When it comes to issues of global fraud, an organization can’t overlook internal risks. “We pay a lot of close attention to protecting the business and enterprise from fraud on the outside, but we let down our guard inside when, in fact, there are things that can be done on the inside,” David Holley, senior managing director at Kroll, tells Ethikos. [story length: about 1800 words]

  • A Few Stats from the Securities & Exchange Commission’s (SEC) Whistleblower Office

      How is the SEC’s whistleblower program faring? In its first seven weeks of operation—from August 12, 2011 through September 30, 2011—the Commission received 334 whistleblower tips. [story length: about 500 words]

  • The Sentencing Guidelines at 20 Years

      On November 1, 1991, the US Sentencing Commission implemented the Federal Sentencing Guidelines for Organizations (FSGO), which created incentives for companies to self-police organizational wrongdoing. They also sparked an explosion in corporate ethics and compliance programs.[story length: about 500 words]

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  • September/October 2011 (Vol. 25, No.2)

  • International Paper's Code of Conduct Helps Avoid Ethics Conflagrations. By Andrew Singer

      When International Paper Company (Memphis) revised its code of conduct last year, it spoke with the ethics directors of nearly a dozen organizations, both competitors and companies with “best in class” codes—companies like GE, Coca-Cola, Shell, Alcoa, and United Technologies. [story length: about 2,000 words]

  • ‘Receiving’ a Whistleblower’s Call: Both Art and Science. By Andrew Singer

      Most large companies today have hotlines, but the vast majority of ethics and compliance issues are still reported to a supervisor or an HR officer or another associate within the business organization. There is seldom documentation for these informal reports, but organizations could profit greatly if they could capture the information that comes in through non-hotline channels. Is there a pattern in complaints? Are similar problems arising at other facilities? Does the company need to review its controls?

      It goes to a larger question: “How do you create a speak-up culture?” asks Luis Ramos, chief executive officer, The Network, Inc. (Norcross, GA). That is, how to create an environment where employees or suppliers speak out when they see something wrong.[story length: about 1,800 words]

  • Social Media Monitoring Raises Disturbing Questions: An Ethikos Interview with Kansas State’s Diane Swanson

      Many U.S. companies use the Internet to research job candidates, but monitoring firms like Social Intelligence Corp. (Santa Barbara, CA) appear to be taking things to a “new level”—raising disturbing questions about privacy and fairness, according to Diane Swanson, professor of management at Kansas State University. Social Intelligence provides businesses with archived data from social media sites(e.g., Facebook, LinkedIn) for use in the prevention of online damage to their reputations. But such monitoring could create a climate of fear and distrust among employees, explains Swanson. [story length: about 1,300 words]

  • ‘Use of Third Parties’ Seen as Leading Source of Corruption Risk. By Alexandra Theodore

      Although 90 percent of corporate executives say their companies have an anti-corruption policy in place, only 29 percent express confidence in that policy’s ability to prevent or detect corrupt activities, according to a recent survey conducted by Deloitte LLC. [story length: about 800 words]

  • IBE Study: More Women on Corporate Boards‘Helps to Avoid Groupthink’. By Alexandra Theodore

      Female employees often exhibit a stricter ethical standard than men. Indeed, in a survey of 791 British full-time employees, “For seven of 10 workplace behavior practices, women were more likely to consider them unacceptable than men.” This was one of the many observations recounted in the Institute of Business Ethics’ (IBE) September business ethics briefing, “Business Ethics and Board Diversity.”[story length: about 700 words]

  • Survey on the Influence of Workplace Design On the Ethical Environment

      Although 90 percent of corporate executives say their companies have an anti-corruption policy in place, only 29 percent express confidence in that policy’s ability to prevent or detect corrupt activities, according to a recent survey conducted by Deloitte LLC. [story length: about 500 words]

  • A Global Leader’s Guide to Managing Business Conduct

      Employees in the United States, Europe, and Japan are in agreement: There are basic standards of conduct that companies should follow worldwide. But actually meeting those standards will require new approaches to managing business conduct, conclude three Harvard Business School professors in a September Harvard Business Review (HBR) article, “A Global Leader’s Guide to Managing Business Conduct.” [story length: about 500 words]

  • Sustainability reports: U.S. a laggard but ‘catching up’ By Andrew Singer

      UPS recently became the first U.S. company to have its annual ‘sustainability’ report ‘assured’ (vetted) by a Big Four accounting firm (Deloitte). U.S. companies have trailed European and Asian firms in this area. Only one in eight corporate ESG (environmental, social, and corporate governance) reports are “assured” in the United States, while one in two reports are assured in Europe, noted Ernst Ligteringen, chief executive, Global Reporting Initiative (GRI). [story length: about 1,000 words]

  • Still a Rarity: Only 29 ‘Chief Sustainability Officers’At U.S. Companies

      Of the 7,000 publicly traded U.S. companies [listed on the NYSE or NASDAQ], only 29 have instituted a chief sustainability officer (CSO), according to a recent study conducted by the Weinreb Group. The position is relatively new—the first official CSO being DuPont’s Linda Fisher, who was appointed to the post in 2004. Among the 29 listed in the report are UPS’ Scott Wicker, AT&T’s Charlene Lake, Alcoa’s Kevin Anton, and General Mills’ Jerry Lynch. [story length: about 400 words]

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  • July/August 2011 (Vol. 25, No.1)

  • Global Expansion Raises The Stakes for Kimberly-Clark Corp.. By Andrew Singer

      Kimberly-Clark Corporation (Dallas) isn’t a household name, but the products that it manufactures are: They include Kleenex tissues, Scott towels, and Huggies diapers. With 57,000 employees worldwide and operations in 36 countries, Kimberly-Clark is a global company, and it shares many of the ethics and compliance preoccupations of other transnational concerns, including the Foreign Corrupt Practices Act (FCPA). [story length: about 2,000 words]

  • An Ethikos Interview With L’ORÉAL’s Emmanuel Lulin. By Andrew Singer

      L’ORÉAL, the giant French cosmetics company, has been at the forefront of the European business ethics movement. A U.N. Global Compact signatory since 2003, the company was one of the earliest to deploy a social and environmental audit program through its supply chain. In 2009, it sponsored the initial class of the new master’s degree program in Law and Business Ethics at the University of Cergy-Pontoise, the first degree of its kind in Europe (see Ethikos, January/February 2009). Recently Ethikos spoke with the company’s group director of ethics, Emmanuel Lulin, a familiar presence in the global business ethics community. He is known to many U.S. practitioners as a director of the Ethics and Compliance Officer Association (ECOA).[story length: about 2,200 words]

  • Friendly’s Founder Pres Blake: ‘The Most Important Thing Is Honesty’. By Alexandra Theodore

      S. Prestley Blake founded the Friendly’s restaurant chain in 1935 along with his brother, Curtis. He sold the business in 1979. About 10 years ago, however, Blake, well into his 80s, embarked on a crusade to oust Friendly’s top management, vying with then-chairman and CEO Donald Smith. The nearly eight-year legal battle ended in August 2007 when Friendly’s was sold to Sun Capital Partners, a privately held Florida firm. [story length: about 1,800 words]

  • Customizable Compliance: Streamlining Case Management. By Alexandra Theodore

      Even in the computer age, case management for compliance officers isn’t an easy task. But thanks to software programs designed for the industry, the process is much more efficient.

      “It started with companies sort of rolling out their own solutions,” says Jim Preysz, Vice President of Devesys Technologies. “There’d just be one IT guy, compiling spreadsheets in Excel, or Access, keeping track of this information, and it was very limiting.”[story length: about 800 words]

  • KPMG Survey: Who Is The Typical Fraudster?

      A recent global study conducted by KPMG has shed an interesting light on the profile of the average employee most likely to commit fraud. [story length: about 500 words]

  • ‘Confronting Corruption in Emerging Markets’

      When Alcoa, a leading producer of aluminum, acquired two metallurgical plants in Russia in 2005, visibility was counted as among the company’s key strengths. [story length: about 500 words]

  • The Chief Ethics and Compliance Officer: A Test of Endurance

      It is the job of a strong Chief Ethics and Compliance Officer (CECO) not only to ensure that regulatory standards are met, but to make sure that an organization sticks to its core values—and fosters an “ethical culture,” says Patrick Gnazzo, former CECO at CA Technologies and earlier, at United Technologies. [story length: about 400 words]

  • Recent Trends in the Enforcement of the Foreign Corrupt Practices Act

      While aggressive Foreign Corrupt Practices Act (FCPA) case action continues to be the trend among U.S. enforcement authorities in the first half of 2011, an increased interest in internal corruption within foreign countries may suggest an expansion of the FCPA’s purpose. [story length: about 400 words]

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  • May/June 2011 (Vol. 24, No.6)

  • Going Beyond Devices: Medtronic Urges Employees To ‘Speak Up’. By Andrew Singer

      Evolving technology has improved management of the corporate ethics and compliance office. When Tom Schumacher first started working in the compliance area about 10 years ago, the ethics hotline was simply an answering machine in the internal audit office. Corporate hotlines are much more sophisticated now, and many are Web-based. Organizations can issue pin numbers to anonymous ‘reporters’ and follow up with them via email—surely a kind of progress. But the really important advancement these days is something different: It’s getting employees to “speak up” the moment they see something wrong—or think they do. [story length: about 1,800 words]

  • ‘I Paid A Bribe’ Website Shines A Light On India’s Corruption. By Alexandra Theodore

      When an individual in Hyderabad, India, required a personal reference for a job application with Indian Airlines, it wasn’t as simple as contacting a previous employer. The prospective candidate paid a senior executive of engineering 20,000 rupees, or $452 (U.S.), for a recommendation.

      He didn’t get the job.

      “My application was never processed as the engineer needed 20,000 rupees more which I hesitated to give,” said the candidate. “As usual, I didn’t get any job as promised nor did I get my money back which I paid in advance.”

      The incident occurred in February 2007. It passed unnoticed, along with countless other similar cases. Three years later, it is now available for viewing by thousands of people a day. It was reported on (, a website created to spotlight instances of corruption in India as that nation weathers another year of high-profile corporate and political scandals.[story length: about 1,600 words]

  • The Value of Counter-Intuition In Compliance Risk Remediation. By Joshua Axelrod

      Do you think you have in place a stable and reliable process for assessing, identifying, and reducing compliance risk, one that essentially operates on autopilot, allowing you to focus on other priorities? If so, think again. It is far from clear how the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act, for example, will ultimately impact the financial sector. Also unclear is how the 2010 U.K. Bribery Act, with its international implications, will be implemented. These are just two examples of far-reaching legislation that may destabilize your company’s regulatory compliance risk process more than they stabilize it. [story length: about 1,400 words]

  • Multidisciplinary ‘Team’ to Counsel Companies on New Whistleblower Regulations. By Andrew Singer

      The whistleblower bounty provisions of the Dodd-Frank Wall Street Reform and Consumer Protection Act continue to reverberate through the corporate ethics and compliance community. Asked where the provisions rank among corporate ethics and compliance developments over the past two decades, Amy L. Goodman, a partner in Gibson, Dunn & Crutcher’s Washington, D.C., office, answers: “It’s a 10 out of 10” (10 is the most significant.) The provisions make the key ‘concerns’ list of most general counsels these days. Public companies fear that employees will go directly to the SEC with reports of wrongdoing rather than using internal reporting mechanisms like hotlines—given that whistleblowers can collect bounties of 10 percent to 30 percent of what the SEC collects from monetary sanctions. [story length: about 700 words]

  • IBE Study: How Religion Impacts Day-to-Day Business Operations. By Alexandra Theodore

      After a comprehensive review of its uniform policy, British Airways announced in a press release that the airline would allow its employees to wear a lapel pin with a symbol of faith, i.e., a crucifix or a Star of David. This is just one instance of the increasingly controversial role that religion is playing in the workplace, according to the Institute of Business Ethics (IBE) in its new study, “Religious Practices in the Work Place,” released in March 2011. [story length: about 700 words]

  • Social Investor Explains Why He’s Still Invested with BP. By Andrew Singer

      BP held its annual meeting in London in April, almost a year after the company’s oil spill in the Gulf of Mexico. Social investor groups were on hand—many to vote against BP on a number of proxy issues, including accounts and reports, and the reelection of director Sir William Castell, chair of BP s Safety, Ethics and Environment Assurance Committee. The groups criticized BP for a lack of risk management disclosure since the spill, the worst in U.S. history. One of the dissident investors was Mark Regier, director of stewardship investing at MMA Praxis Mutual Funds. Ethikos spoke with Regier at that time. [story length: about 1,000 words]

  • Ten Corporate Governance Questions Fiduciaries Should Be Asking. By Andrew Singer

      “The financial industry has failed in its duty of care,” says Beckwith Miller, CEO of Ethics Metrics, LLC (Charlottesville, VA). Many financial institutions still do not disclose their true level of exposure to bad assets and the like. Are they really keeping $1 in reserve for every $1 in bad assets? (Like they’re supposed to do.) Or are they only reserving $1 of capital for every $5 of bad assets—or $10 or $15? It’s a manager’s job to push the edge of the envelope, to make that extra money. But whose job is it to see that they don’t cross an ethical line? It’s the job of auditors, and the audit committee of the board, answers Miller. “The audit committee is ground zero,” he tells Ethikos. “And many are not doing their job properly.” [story length: about 700 words]

  • Ethikos Book Review: ‘Giving Voice To Values: How To Speak Your Mind When You Know What’s Right’. By Alexandra Theodore

      Charles Prince, the deposed former head of Citigroup, said in 2007: “As long as the music is playing, you’ve got to get up and dance.” He was referring to why on the eve of the great financial crisis so few corporate leaders, who must have seen the warning signs, failed to speak out against business practices that would eventually lead to the great collapse. Individuals often react similarly when faced with issues of ethical practice in the workplace, according to Mary Gentile in her recent book, “Giving Voice to Values” (Yale University Press, 2010). “When we encounter values conflicts in the workplace, we often face barriers in the form of ‘reasons and rationalizations’ for pursuing a particular course of action that can confound our best attempts to fulfill our own sense of organizational and personal purpose,” she writes. [story length: about 800 words]

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  • March/April 2011 (Vol. 24, No.5)

  • Pitney Bowes Keeps Ethics and Compliance Well-Calibrated. By Andrew Singer

      Pitney Bowes (Stamford, CT), the mail and document management company, draws about 30 percent of its revenues from outside the United States. Like many large companies (30,000-plus employees) with an overseas presence, its management is deeply concerned about anti-bribery issues, given the increasing number of prosecutions related to the Foreign Corrupt Practices Act (FCPA) and the recent implementation of the U.K.’s Anti-Bribery Act. When it comes to fashioning an ethics and compliance policy in this area, cultural differences loom large, and the process can be more art than science, observes Robbie Narcisse, vice president, Global Ethics & Business Practices, Pitney Bowes. [story length: about 1,500 words]

  • Think Before You Tweet: Social Media Codes of Conduct. By Alexandra Theodore

      When Best Buy Company, Inc.’s social media policy was developed two and a half years ago, there was a great deal of debate as to whether or not the company even needed one. In the face of a rapidly expanding social media environment, one that had grown to include outlets like Facebook and Twitter, the general consensus was that yes, it was necessary. Best Buy’s public relations, marketing, and legal departments outlined a set of guidelines meant to identify the company’s primary concerns regarding social media. It was originally called ‘Blogging Guidelines’ but as time went on, it became clear that ‘Blogging’ was a limited terminology. It was renamed ‘Social Media Policy,’ but as it grew in scope, it expanded into Best Buy’s ‘Social Media Guidelines.’ It is one and a half pages, and subject to constant revisions as social media trends and outlets continue to evolve [story length: about 2,800 words]

  • Will Whistleblower Bounties Undermine Corporate Compliance Programs?. By E.R. Penny

      Is the new whistleblower bounty program Draconian? Will employees be tempted by the vision of hefty financial rewards from the Securities and Exchange Commission (SEC) to circumvent internal reporting systems—thus leaving compliance officers unaware of problems and unable to fix them? The new bounty program, part of the Dodd-Frank financial reform act, has seized the attention of corporate compliance and ethics officers. But some—at least for now—are discounting its impact on their programs. “We have a new strong program already in place,” Arjun Rajaratnam, chief compliance officer at Smith & Nephew (Durham, NC), the medical device manufacturer, told us. “We’re not going to do anything different.” Companies with good in-house compliance programs systems need not be overly worried about the lure of big SEC payouts, agreed Allan Bachman, education manager at the Association of Certified Fraud Examiners (ACFE) in Houston, Texas. [story length: about 1,200 words]

  • Hitachi Data Systems: When Budgets Get Tight, Ethics Officers Must Marshal Existing Resources. By Andrew Singer

      The global economy has been weak in recent years, and most large companies have not seen any dramatic increase in their compliance budgets. This means ethics and compliance officers must marshal existing resources wherever possible, asserts David Karas, vice president, business and ethics conduct, Hitachi Data Systems (Santa Clara, CA). For instance, if ethics and compliance officers want to communicate on a regular basis with employees, they might write articles for the company’s weekly newsletter—on the subject of expense reports. This could require additional effort on the part of the ethics and compliance office, obviously, but it doesn’t require any great outlay of cash. [story length: about 1,200 words]

  • There’s Peril in Making Vendors Your Friends. By Andrew Singer

      How does a large retail establishment raise awareness of ethics and compliance throughout the organization? You don’t just put out a memo from the CEO. There is no personal association attached to that, and the message can get diluted. When Thomas Matthews was chief ethics and compliance officer at Saks Fifth Avenue, he visited his company’s stores and made a point of gathering the Saks Fifth Avenue executives around a table and just talking for an hour about ethics and what it meant to the company. He also met with rank-and-file company employees. One goal was to help the department store executives with their decision-making. Along these lines, they made good use of an interactive training program. “It was tailored to their functionality,” explained Matthews, and “let them play out decisions in a safe environment.” [story length: about 1,200 words]

  • KPMG Releases 2010 Annual Ethics and Compliance Report

      KPMG, the Big Four accounting firm, has released its 2010 Annual Ethics and Compliance report, part of the firm’s “commitment to transparency.” Published annually since 2007, the report shares in-house ethics and compliance statistics from the most recent fiscal year. [story length: about 900 words]

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  • January/February 2011 (Vol. 24, No.4)

  • ‘Business Ethics’ (Googled) Through The Ages. By Andrew Singer

      Teddy Roosevelt was president when “business ethics” first entered the public consciousness—during the Progressive Era. Interest grew in the 1920s leading up to the Great Crash, but attention dwindled during the Depression and for years after. “Business ethics” got a boost in the mid-1970s with the Lockheed bribery hearings. The trend steepened with implementation of the U.S. Sentencing Guidelines for Organizations in 1991. A peak was reached as the millennium turned, around 2002. [story length: about 1,500 words]

  • Kraft Foods Fortifies Its Code of Conduct, Ethics Portal. By Andrew Singer

      Once an innovation, the corporate code of conduct is now standard fare at most large public companies. That doesn’t mean the book is closed with regard to ethics codes, though. Much work still awaits in terms of content and presentation. It’s critical to make clear to employees your expectations with regard to ethics and compliance and to say all this in plain, simple language, observes Robert Herst, vice president & chief compliance officer, Kraft Foods, Inc. (Northfield, IL). In early 2009, Kraft Foods rewrote its code of conduct. It was later translated into 32 languages and distributed to its employees situated in 70 countries. [story length: about 2,300 words]

  • Cinéma Vérité? Pratt & Whitney Doesn't Flinch. By Andrew Singer

      There are films, and then there are films. In the 1950s, artists like François Truffaut pioneered the auteur theory: that a film reflects the director’s personal, creative vision. That isn’t quite how things work at Pratt & Whitney’s (P&W) annual ethics film festival. No solitary artistic visions here—the winning film in 2010 was a team effort. That was one of the points of the enterprise. The business practices office at Pratt & Whitney (East Hartford, Conn.), one of the world’s Big Three airline engine manufacturers and a United Technologies Company, held its first ethics film festival in 2009 to promote ethics awareness and to build an ethical culture across the company with its more than 35,000 employees. [story length: about 1,700 words]

  • Empowering the CECO At Small and Mid-Sized Companies. By Donna Boehme

      As the case builds for the senior-level “standalone” chief ethics and compliance officer (CECO), you can’t blame the CECO in the small- to medium-sized company for feeling like the last kid on the playground to be picked in kickball. Certainly the majority of large multinationals seem to have gotten the memo, and lately more of them are creating CECO roles with true positioning, empowerment, and direct access to the Board. But what about companies with fewer employees and limited resources, which typically pass out multiple hats to officers and senior managers? In organizations where the CECO is also the general counsel (GC) and corporate secretary, or a vice president for finance reporting to the CFO, does this mean that the role will be marginalized—destined for failure? [story length: about 1,700 words]

  • FCPA Update: Looking The Consultant In The Eye. By Andrew Singer

      It has been widely reported that the Department of Justice (DOJ) has been ramping up enforcement of the Foreign Corrupt Practices Act (FCPA). Given the number of cases in the pipeline—there were 22 FCPA prosecutions in 2010 alone—government vigilance isn’t expected to flag anytime soon. As companies review their FCPA compliance protocols, one area worth particular attention is the hiring of middlemen or consultants in the developing world. This area has long been problematic. “Companies should develop guidelines and processes for hiring these third-party agents, and those processes should become part of their FCPA compliance training regimens,” says Jon Groetzinger, Jr., Visiting Professor of Law at Case Western Reserve University School of Law in Cleveland. [story length: about 2,000 words]

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  • November/December 2010 (Vol. 24, No.3)

  • Xerox CEO Seeks ‘Unfiltered’ Discussions With Employees. By Andrew Singer

      In few corporate areas does “setting an example” matter quite as much as it does in ethics. No single person’s example is more critical than the CEO’s. At Xerox Corporation (Norwalk, CT), the company expects its senior management to “live” its values, “and we expect our employees to witness that,” says Patricia M. Nazemetz, corporate vice president and the company’s chief ethics officer. [story length: about 1,600 words]

  • From Olin Corporation: Integrity Matters. By Andrew Singer

      “Most of us who have been doing ethics programs for some time are looking for new ways to keep the message in front of people,” says Sherry B. Greer, director, Ethics & Integrity Programs, Olin Corporation. Olin’s online ethics newsletter appears to fit the bill: It is concise, informative, easily navigable, and—dare one say it—sometimes “fun.” (Olin Corporation, based in Clayton, Missouri, is a manufacturer of ammunition through Winchester Ammunition and chlorine and sodium hydroxide through Olin Chlor-Alkali Products.) Integrity Matters (go to appeared for the first time in September 2007. It affirmed in its lead feature story: “This newsletter is dedicated to the proposition that operating with integrity not only matters … it is critical to our company’s continued success.” [story length: about 2,300 words]

  • Directors Need To Ask The Tough Questions. By Andrew Singer

      “Ethics are essential for boards,” says Thomas Flannery. “Without boundaries, the best of companies can slip to the dark side.” Flannery leads the North American Board Services Practice of Boyden, an executive search firm with 70 offices in 40 countries. That firm recently published a white paper for corporate boards: “Why Ethics Are Not Optional.” Among other things, the paper argues that boards are responsible for setting the ethical tone in an organization: “Creating an ethical ‘tone at the top’ turns out to be one of the most important duties of directors.” [story length: about 1,700 words]

  • Is This the Time to Be Closing BP’s Ombuds Office?

      Could the timing be any worse? In a year in which BP claimed top-line ranking among the world’s most pilloried corporate entities, the company mulled plans to close its ombuds office. The giant UK-based oil company established its Office of the Ombudsman after a fatal explosion in 2005 at BP’s Texas City refinery that claimed 15 lives. The Washington, DC-based office was run by former federal judge Stanley Sporkin. It continued to take calls during the company’s disastrous April 2010 oil spill in the Gulf of Mexico. In October 2010, however, the company told the UK’s Guardian that that it “would not extend the office’s tenure beyond June next year.” This followed a similar report in June by CNN that “BP has been trying to shut down an internal safety watchdog agency it set up under congressional pressure four years ago, according to sources close to the office and a leading congressman.” [story length: about 1,400 words]

  • Ways to Check On the Success Of Your Compliance Program. By Joe Murphy

      This periodical has been excerpting chapters from “501 Ideas from 30 Years of Practice,” by Ethikos co-editor Joseph E. Murphy and published by the Society of Corporate Compliance & Ethics (SCCE). [story length: about 900 words]

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  • September/October 2010 (Vol. 24, No.2)

  • Why Cummins Inc.'s CEO Reads His Firm's Ethics Investigation Reports - All 400 of Them. By Andrew Singer

      Details matter. That applies when drawing a contract, furnishing a house, or designing a health care plan. It’s also true when managing an ethics and compliance program. That insight hasn’t been lost on Cummins, Inc. (Columbus, IN), the storied manufacturer of diesel engines. About 10 years ago, the $11 billion (2009 sales) company stationed 10 “master investigators” around the world to manage investigations into alleged ethics violations involving Cummins’ employees. [story length: about 3,000 words]

  • The Ombuds As Coach At Eaton Corporation. By Andrew Singer

      Sandy Cutler, CEO of Eaton Corporation (Cleveland, OH), speaks often about “doing business right,” and that goes beyond the obvious things, like honoring customer commitments. It includes helping an employee give voice to his or her grievances. In 2002, Eaton, a diversifi ed industrial company, established an ombuds offi ce at Cutler’s urging. The vast majority of the cases that the offi ce handles are not monumental issues of corporate wrongdoing or fraud, but individual complaints, mostly matters related to human resources (HR).[story length: about 2,000 words]

  • UK's Bribery Act 'Surpasses the U.S.' In Breadth and Rigor. By Andrew Singer

      For years, the U.S. Foreign Corrupt Practices Act (FCPA) was the gold standard when it came to anti-bribery compliance. Enacted in 1977 in the aftermath of the Lockheed bribery scandals, the FCPA made it a felony to bribe foreign offi cials to obtain business. For years, the United States stood alone with its hard line on overseas payoffs. But less and less that seems to be the case. First the OECD drafted its Anti-Bribery Convention, which has been adopted by 38 countries to date. And the recent UK Bribery Act that will take effect in the United Kingdom in April 2011 actually goes beyond the FCPA.[story length: about 1,500 words]

  • Walmart Celebrates Employee Who Declined Suppliers' Gifts.

      Wal-Mart Stores, Inc. (Bentonville, AR) is an enormous company with 2.2 million employees, 8,400 stores, and $405 billion in annual sales. The numbers are never small at this organization—even for an ‘integrity’ award. This year’s annual “Integrity in Action Award,” in fact, drew nominations from 7,600 Walmart “associates” (employees) around the world. About 60,000 Walmart employees voted to select the overall winner.[story length: about 1,000 words]

  • Ways to Ensure Employees Can Raise Ethics and Compliance Questions By Joe Murphy

      Branding the program. Develop a “branding” strategy for the program. This can be used on all program materials, to help convey a consistent, coordinated message. One branding symbol companies have used is a lighthouse. In this sense the compliance and ethics program is a guiding light.[story length: about 1,500 words]

    July/August 2010 (Vol. 24, No.1)

  • How Freescale Semiconductor Maintains Balance In Its Ethics Investigations. By Andrew Singer

      When a report arrives via the corporate ethics line, a company must quickly decide: Does the matter require investigation? If the answer is yes, then it faces a crucial second question: Who in- or outside the company will conduct the investigation? [story length: about 3,000 words]

  • Duke Energy’s Ethics Officer Plays a Dual Role. By Andrew Singer

      Having clear and unfettered access to a company’s board of directors would seem to be a big plus for any ethics and compliance (E&C) officer. If so, then Duke Energy’s E&C office would appear to be well positioned. That’s because Jeff Browning, the company’s chief E&C officer, also serves as the fi rm’s chief audit executive, with executive oversight for the Charlotte, NC-based firm’s internal audit function.[story length: about 2,500 words]

  • Luminaries Give KPMG's Ethics & Compliance Report Some Shine. By Andrew Singer

      Not too long ago, KPMG, the big four accounting firm, published its third annual ethics and compliance report. Relatively few fi rms have been doing this—publishing annual corporate responsibility reports or ethics and compliance (E&C) reports—but for those that have, two challenges appear fairly regularly: 1) How much detail should one include? and 2) How does one keep the material fresh? The fi rst might be called the Goldilocks problem.[story length: about 3,000 words]

  • ERC Study: Ethical Culture Is Linked to Loyalty, Engagement

      A recent study of workplace data collected by the Ethics Resource Center (Arlington, VA) indicates that employees tend to respond to an ethical culture with improved company loyalty and a willingness to “go the extra mile” for their employer.[story length: about 500 words]

  • Other Ways to Reach Out With The Compliance and Ethics Message. By Joe Murphy

      Training is one of the most basic compliance and ethics tools, and is covered in USSGs (U.S. Sentencing Guidelines for Organizations) item 4. Here are ideas to make training work.[story length: about 1,500 words]

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  • May/June 2010 (Vol. 23, No.6)

  • In Promoting Ethics Tyco International Said: 'Let's Keep It Simple.' By Andrew Singer

      About a year and a half ago, Tyco International, Ltd. conducted a cultural diagnostic survey to assess what its employees were thinking about ethics and compliance. There was good news and bad news. At the top of the company—e.g., senior managers— there was strong support for ethics and compliance, recalls Matthew O. Tanzer, the company’s vice president and chief compliance counsel.[story length: about 2,500 words]

  • Staples' Got Soul! By Andrew Singer

      Soon after Nan Stout assumed her new position as Staples, Inc.’s vice president of business ethics in 2004, she attended a sales meeting of Staples managers from around the world. Staples CEO Ronald L. Sargent made a speech in which he asked, rhetorically: What would it take for the company to still be around 100 years from now? First, the company would have to be profitable. That goes without saying. Second, though, the company would have to “stand for something more,” in the CEO’s view. Staples had to do something more than simply make money if it was going to endure another 100 years. [story length: about 2,500 words]

  • How Texas Instruments Manages Ethics In Its Supply Chain. By Andrew Singer

      U.S. companies have paid more attention in recent years to enforcing ethics and compliance in their supply chains. “More and more, that goes with being a big company,” observes David Reid, vice president, ethics director, Texas Instruments (Dallas). Given that Texas Instruments (TI) has 27,000 employees and as many as 5,000 contractors, the odds are good that someone, somewhere will eventually step out of line. Yet enforcing standards with suppliers is “tricky from a number of perspectives,” notes Reid in a recent interview.[story length: about 2,000 words]

  • Daimler Knew About The Bribery, But Did Nothing. By Andrew Singer

      It’s one thing to have an integrity code. It’s another thing to enforce it. That has been made abundantly clear once again in the recent Daimler AG bribery case. In March, the huge German concern, which makes Mercedes-Benz automobiles, agreed to pay $185 million in fines to the U.S. government to settle a multiyear corruption investigation. Two of its subsidiaries pleaded guilty to bribing foreign government officials, a violation of the U.S. Foreign Corrupt Practices Act (FPCA).[story length: about 1,500 words]

  • Ideas For Enlivening Ethics And Compliance Training. By Joe Murphy

      Training is one of the most basic compliance and ethics tools, and is covered in USSGs item 4. Here are ideas to make training work.[story length: about 2,000 words]

    March/April 2010 (Vol. 23, No.5)

  • Insurer USAA Likes Its Ethics Straight. By Andrew Singer

      A convergence of ethics and compliance has occurred over the last decade. The two functions are increasingly managed from the same corporate office; they often have the same director or vice president in charge. Four years ago the Ethics Officer Association changed its name to the Ethics and Compliance Officer Association (ECOA). In this it was simply reflecting “the reality of our current world,” ECOA Executive Director Keith Darcy said at the time. Yet “it is not a convergence without controversy,” says Earnie Broughton, ethics director at USAA, the insurance company....[story length: about 2,000 words]

  • OECD Adds Three Key Words To Its Anti-Bribery Recommendations. By Donna Boehme and Joe Murphy

      Something remarkable transpired in Paris on Dec. 9, 2009—a development that should be on the radar screen of all boards of directors of multinationals. The occasion was a high-level symposium marking the 10th anniversary of the Organization for Economic Cooperation and Development (OECD) Anti-bribery Convention’s taking effect. At this event, the quiet inclusion of three words—“ethics and compliance”—into newly issued anticorruption recommendations marked a dramatic international recognition of the critical need for proactive compliance and ethics programs for companies both small and large, around the world. [story length: about 1,500 words]

  • A New Ethics Brew At MillerCoors. By Andrew Singer

      A merger between companies can be an anxious time. Who will stay? Who will leave? How will the cultures meld? Will treasured programs be jettisoned? But it can offer opportunities, too: A chance to start again with a clean slate. That’s how Garrett W. Reich sees it. On June 30, 2008, America’s second- (Miller) and third-largest (Coors) breweries combined forces to create a new company—a joint venture, technically, given that it operates in the United States only—MillerCoors, with headquarters in Chicago. By merging their U.S. shipping, transportation, and brewing resources, the joint venture’s owners, Great Britain’s SABMiller plc and Molson Coors Brewing Company (Montreal and Golden, CO), hoped to gain ground on Anheuser-Busch Companies, America’s undisputed beer leader. [story length: about 2,000 words]

  • On The Evolving Corporate Ombudsman: An Interview with Charles Howard. By Andrew Singer

      The corporate ombuds office struggles against a perception. It is often viewed by senior management as a “non-revenue center,” and it is often depreciated for that reason. There is “constant pressure” on every non-revenue generating office or department (ethics and compliance officers are familiar with this) over time, particularly in an economic downturn, notes attorney Charles L. Howard. Indeed, the last few years have been “tough times” for corporate ombuds offices, says Howard, author of the recently published The Organizational Ombudsman: Origins, Roles, and Operations-A Legal Guide. [story length: about 2,000 words]

  • Ideas For Ensuring Diligence in Hiring And Promotions. By Joe Murphy

      For a compliance and ethics program to work, it needs support all up and down the line, from the top of the corporate structure to the employees on the front line. Here are ideas and information to use for convincing the board, management and the employees to support the program. 124 Fines. Fines for violations have become astronomical. Just as one example, U.S. antitrust fines were recently increased from $10 million to $100 million. Fines in the hundreds of millions are now imposed for corporate crimes.[story length: about 2,000 words]

    January/February 2010 (Vol. 23, No. 4)

  • Fluor's Flexible and Fluid Compliance Program. By Andrew Singer

      At Fluor Corporation (Irving, Texas), the $23 billion engineering concern, business is often organized by projects—huge, billion-dollar affairs, like construction of a bridge, or an offshore oil platform, or a road, like the I-15 highway in Utah, where Fluor was recently contracted to expand a 23-mile corridor. This is reflected in Fluor’s compliance and ethics program, which is decentralized, fluid, and portable. “We rely on the individual,” says Wendy Hallgren, Vice President, Corporate Compliance, not just to know right from wrong—but to ask questions if something seems amiss. [story length: about 2,500 words]

  • Ethics Portal Helps Bring Order To A Huge California University System. By Andrew Singer

      The University of California (UC) system is huge and diverse. It encompasses 10 campuses, five medical centers and three U.S. Department of Energy (DOE) national laboratories (which it is involved in managing), including the famous Livermore and Los Alamos labs. All together, it has some 150,000 employees and 250,000 students. The ethics issues raised within the UC system reflect this diversity. There are medical issues, research issues, state and federal government funding issues. The Department of Energy labs require their own compliance programs.[story length: about 2,500 words]

  • Even At Smaller Companies Ethics Programs Gain Traction. By Andrew Singer

      It isn’t only large, publicly held companies that establish formal ethics and compliance programs. Small and mid-sized businesses have also been moving in this direction. TAMKO Building Products, a privately held, Joplin, Missouri-based manufacturer of roofing and decking materials, for one, has resolved to build a compliance and ethics program equal to any SEC-regulated concern, its chief compliance and ethics officer, Art Weiss, told us recently.[story length: about 2,000 words]

  • SEC: Compliance Programs Matter; Indiana Shipping Company Gets a Pass.

      Proponents of strong compliance training programs received some backing recently from the Securities & Exchange Commission (SEC). In a somewhat obscure case involving American Commercial Lines Inc. (ACL), an Indiana-based marine transportation and manufacturing company, the agency elected not to bring an enforcement action against the company for a Regulation FD (Fair Disclosure) violation. Rather, it filed a civil action against an individual within the firm, Christopher A. Black, the company’s former chief financial officer.[story length: about 1,500 words]

  • How the Board and Senior Management Can Support A Compliance and Ethics Program. By Joe Murphy

      Have the board adopt a resolution establishing and empowering the compliance and ethics program. Publish the board’s compliance resolution in the company’s annual report/proxy statement. (See Singer, “AEP’s Ethics Interviews Are ‘About the Passion of the People,’” ethikos 13 no. 6 (May/June 2000): 1, 3; Murphy, “Chapter 10: Protections for Compliance People,” in Murphy & Leet, Working for Integrity (Minneapolis: Society of Corporate Compliance and Ethics, 2006): 397-416.)[story length: about 2,000 words]

    To order back issues

    November/December 2009 (Vol. 23, No. 3)

  • General Electric Strives For Greater Frankness In Its Citizenship Reports. By Andrew Singer

      Corporate citizenship reports make easy targets. Critics routinely dismiss them as little more than public relations fluff. Others attack their statistical claims. Where’s the validation? Has an accounting firm certified the accuracy of the numbers? General Electric Company (GE) has heard all those criticisms, and it has worked assiduously over the past decade to make its own citizenship report—now in its fifth edition—a serious working document. [story length: about 3,000 words]

  • At British Telecom, All Hands On Board With 'Demonstrable Compliance.' By Andrew Singer

      There is compliance and then there is “demonstrable compliance.” Yes, companies must comply with rules and regulations. But they must also be seen to be complying, particularly in a highly regulated industry, like the United Kingdom’s (UK) telecom sector, notes Keith Read, Group Compliance Director, British Telecom (BT). [story length: about 1,500 words]

  • How AOL Extends The Reach of Its Ethics Office Via Its SBC Advisors. By Andrew Singer

      AOL LLC, the Internet company, runs a lean ethics office. It consists of three individuals, one of whom is Kimberly Strong, the New York-based company’s Vice President, Chief Ethics and Compliance Officer. With about 7,000 employees, many based outside the U.S., AOL, has been able to extend the reach of its ethics office through the establishment of a network of part-time advisors called SBC (standards of business conduct) advisors. [story length: about 1,500 words]

  • Managing Ethics in Stressful Times. By Andrew Singer

      In the midst of a global economic meltdown, when “people are running around with their hair on fire, you can’t be reactive.” You must be proactive, says Marjorie Doyle, former chief compliance counsel at DuPont and now principal, Marjorie Doyle and Associates (Landenberg, PA). After all, you will be fighting for resources to sustain the ethics and compliance program. [story length: about 1,500 words]

  • Ideas For Empowering Your Compliance Officer and Strengthening Infrastructure. By Joe Murphy

      For the compliance and ethics program to work, there must be a compliance and ethics officer, and the necessary compliance infrastructure to make the program successful.[story length: about 2,000 words]

    September/October 2009 (Vol. 23, No. 2)

  • At Coca-Cola, Most EthicsLine Reports Arrive Via The Internet. By Andrew Singer

      The Internet continues to change the world in ways that were completely unforeseen a generation ago—from the way people communicate to how they receive their news to where they purchase their books, clothes, and music. It is even changing the way employees report business misconduct. At the Coca-Cola Company (Atlanta), more ‘concerns’ about business conduct and ethics are now reported through the firm’s Internet portal than arrive via its ethics hotline (telephone).[story length: about 2,500 words]

  • Retailer Best Buy's Ethics Blog: 'A Remarkable Exercise In Transparency.' By Andrew Singer

      In their quest to communicate the ethics and compliance message, a few companies have gone so far as to publicize their own employees’ missteps and transgressions. DuPont was a pioneer in this area, publishing one-page ethics ‘bulletins’ of compliance violations from the company’s own files (see “DuPont’s Daring Communications Formula,” Ethikos, January/February 2004). Others have followed, including Boeing with its “Ethics Report” that detailed code of conduct violations—and the corrective actions taken (see “Boeing Company’s Ethics Improvements Take Flight,” Ethikos, July/August 2006). Cisco, too, has recently embraced this concept (see “Cisco Transmits Ethics To A ‘Wired’ Work Force, Ethikos, November/December 2008). The number of companies that have gone this route likely remains small, however. In-house attorneys and sometimes human resources officers often advise against it, fearing defamation lawsuits or worse.[story length: about 2,000 words]

  • Improv Theatre and Ethics? U.S. Foodservice Delivers Some Laughs. By Andrew Singer

      U.S. Foodservice, Inc. (Rosemont, IL) wants to be a trusted business partner. And if it takes something as far out as improvisational theatre (improv) to achieve that end, so be it. “We put food on trucks,” explains Ellen M. Hunt, the company’s Vice President, Ethics and Compliance. “We pick up food from suppliers and distributors and deliver it.” Her firm has 26,000 employees and 5,000 drivers. “What we do is not terribly unique,” continues Hunt. There isn’t that much to differentiate U.S. Foodservice from others in a strict business sense, which means that “we have to be people that the customer wants to do business with,” she says. “They have to trust us.” Gaining trust is “not about following rules,” says Hunt. “It’s about affecting behavior.” U.S. Foodservice (USF) has had an ethics office since 2004. It conducted its first ethics training in 2005. Because the company is so decentralized, with so many employees doing so many different things—drivers, salespeople, warehouse workers, procurement officers, support people—they’ve always had live-based ethics training.[story length: about 2,000 words]

  • A Model To Audit A Company's Ethics And Compliance Program (Part II). By James Weber and Virginia W. Gerde

      How well is ethics integrated into your organization? How can an ethics program be assessed in a systemic way? In our previous article (Part I, see Ethikos, July/August 2009), we introduced a model and three of the six components of the audit: ethical climate, ethics policy, and sanctions and rewards, enabling one to conduct an audit of an organization’s ethics and compliance program and a continuum with which to evaluate the audit results.[story length: about 3,000 words]

  • Ideas For Enhancing Your Code of Conduct And Compliance Policies. By Joe Murphy

      Include compliance and ethics points in the company values statement, such as a commitment to integrity. This can also be incorporated into the company’s mission statement. (See Sigler & Murphy, Interactive Corporate Compliance: An Alternative to Regulatory Compulsion [Westport, CT: Quorum Books, 1988]: 82; Roach & Davis, “Establishing a Culture of Ethics and Integrity in Government,” ethikos 21 no. 2 [Sept./Oct. 2007]: 1, 3.)[story length: about 2,000 words]

    To order back issues

    July/August 2009 (Vol. 23, No. 1)

  • Hotline Data: Effective Analysis and Benchmarking Can Maximize the Benefits. By Carrie S. Penman

      Your board and executive management are numbers oriented. Every day they review metrics to assess the organization’s performance. And they know what those metrics mean: higher is better when it comes to revenues, but not expenses. Lower is better when it comes to safety issues, while higher is better when it comes to customer satisfaction. Experienced ethics and compliance officers will tell you that the most robust source of numbers they have are the data points from their internal reporting systems. But are the numbers effectively measuring anything? And do your executives and board members understand what these numbers really mean?[story length: about 3,500 words]

  • Taking The Floor At Novartis' Ethics Meetings. By Andrew Singer

      For more than a decade, Novartis Corporation (New York), the U.S. pharmaceuticals holding company, has been conducting Ethics and Compliance Officer Network meetings. About 35-50 people participate, including the ethics officers at the corporation’s seven operating U.S. companies. Each meeting—two are held every year—has a theme. At one gathering, the theme was corporate corruption. Novartis brought in the former controller of WorldCom. (WorldCom, Inc., it may be remembered, perpetrated what was then the largest accounting fraud in U.S. history early in the decade. Now called MCI, it emerged from bankruptcy protection in April 2004 after being fined $750 million.) The controller provided an inside look at what happened at the company—how people in middle management acquiesced to fraud.[story length: about 2,500 words]

  • A Model To Audit A Company's Ethics And Compliance Program (Part I). By James Weber and Virginia W. Gerde

      For more than a century, managers in some businesses created ethical and compliance safeguards to enhance employee decision making and behavior. In the past few decades, programs were developed or revised following passage of the U.S. Foreign Corrupt Practices Act (1977), implementation of the U.S. Federal Sentencing Guidelines for Organizations (1991), and the mandates included in the Sarbanes-Oxley Act of 2002. Given this repeated and increased attention to ethics and compliance safeguards, we offer here a model for auditing an organization’s ethics and compliance program. The model enables managers to evaluate an organization based on six components: ethical work climate; ethics policy; sanctions and rewards; employee ethics training; enforcement officer; and reporting mechanisms. Based on these evaluations, the organization can be located on the “organizational ethics continuum,” a model adaptable to almost any size and type of organization.Over two articles, we examine how this model can be used in the development and review of an ethics program, as well as strategic analysis for risk management and comprehensive corporate development.In the current article we focus on the model and the first three components. The second article covers the latter three components and the use and implications of the model.[story length: about 3,000 words]

  • Strengthening Corporate Trust In Times Of Crisis (Part 2). By James E. Lukaszewski

      This article, appearing in two parts, suggests a template for use in forecasting and pre-empting those opportunities for unethical, or at the very least, questionable behavior by management and others in times of crisis. In Part I (see the May/June issue of Ethikos), we discussed seven spontaneous early management reactions that crisis and ethics management strategists must plan against. We also presented a (fictitious) case study of one company’s failure to protect and enhance corporate trust in a crisis. When an outbreak of E. coli, a bacterial contaminant commonly found in meat products and undercooked food, was traced to BurgerMax, a fast food restaurant chain, that company’s reaction ranged from denial to ‘stall and delay’ to blaming others, including the victims. In Part II, we present a further analysis contrasting what BurgerMax actually did versus what was expected by the community, with a particular focus on what is ethically and morally acceptable.[story length: about 2,000 words]

    May/June 2009 (Vol. 22, No.6)

  • McDonald's CSR Report A Nutritious Meal, But Critics Want More. By Andrew Singer

      McDonald’s Corporation received plaudits for its 2008 Worldwide Corporation Responsibility Report, published in late 2008. “McDonald’s unveiled a state of the art corporate responsibility report in 2008,” commented Ethisphere, which subsequently named Bob Langert, McDonald’s vice president for corporate social responsibility (CSR), one of its “100 Most Influential People in Business Ethics” The giant food-service retailer—it claims to feed more than 58 million people in 118 countries each day—had little time to celebrate its rave reviews, though. Shareholders soon demanded that McDonald’s include more information in the report—specifically, data on sustainable pesticides.[story length: about 2,000 words]

  • Fighting Corruption Globally: Report From Paris. By Joe Murphy

      In the battle against government corruption, the Organization for Economic Cooperation and Development (OECD), an organization of the world’s leading economic powers, has been a prime mover. It was the 1997 OECD Convention on Combating Bribery of Foreign Public Officials in International Business Transactions that caused the major trading nations and a number of other countries to adopt laws against foreign bribery.As part of its campaign against corruption, the OECD periodically reviews member countries’ compliance with the treaty and their efforts to prevent bribery. In the past it has staged on-site reviews of members’ enforcement activities. Recently, it turned its attention to the private sector and ways that it might adopt measures to prevent bribery. In this context the OECD’s Working Group on Bribery in International Transactions (“Working Group”) staged a Seminar on Internal Company Controls and External Audit at the OECD Conference Center in Paris on March 16, 2009. Its purpose was to consider OECD recommendations to member countries on ways to enlist the private sector in the battle against corruption.[story length: about 2,500 words]

  • El Paso Corporation Asked: What Were Its Values? By Andrew Singer

      As deregulation lit up the energy industry in the late 1990s, companies expanded into new and sometimes perilous ventures. El Paso Corporation, the Houston-based oil and gas concern, was no exception. The company, the largest owner of natural gas pipelines in the United States, eventually found itself with operations in 22 different industries and $25 billion in debt. Its finances were shaky. The credit ratings on its debt were reduced to ‘junk’ status by Moody’s Investors Service in 2002. El Paso also faced federal charges of price manipulation in California. (Another diversified, Texas-based energy concern, Enron Corporation, also found itself over-extended around this time.)[story length: about 3,000 words]

  • Strengthening Corporate Trust In Times Of Crisis (Part 1). By James E. Lukaszewski

      All too often when large companies and organizations fix mistakes and cope with disaster, embarrassment, and difficulty, a familiar pattern of initial behaviors occurs that actually generates more adverse results and more serious ethical lapses. This article, appearing in two parts, suggests a rather extensive template for use in forecasting and pre-empting those opportunities for unethical, or at the very least, questionable behavior by management and others in times of crisis. Part II contains specific templates for regaining public trust and confidence, and repairing whatever ethical damage has occurred.[story length: about 2,500 words]

  • Community vs. Corporate Priorities: A Powerful Paradox

      The key to understanding why corporate reputation is so easily threatened is to comprehend the different priorities communities and individuals set versus the corporation. On a day-to-day basis, companies and organizations tend to operate around what is in their economic and operational best interest. So long as the community and/or individuals are unaffected, there is little difficulty. However, when a crisis situation occurs, it is the community’s value system that predominates.[story length: about 200 words]

    March/April 2009 (Vol. 22, No.5)

  • The Limitations of Ethics Surveys (Part II). By Ed Petry

      In an earlier article (The Limitations of Surveys and How They Can be Used Most Effectively: Part I, March/April, 2008) I raised concerns about relying too heavily on employee opinion surveys to assess corporate culture, identify ethics and compliance risk areas, and evaluate the success of ethics and compliance programs. While there is no doubt that surveys can be a useful tool, the article examined instances where surveys have been badly designed, poorly implemented and even manipulated by managers and employees. As a consequence of these all-too-common problems, employee opinion surveys may not be as reliable as often assumed, and they need to be balanced by other information-gathering methods.

  • A California Utility Asks Why Misconduct Occurred--Not Just 'Who Done It'. By Andrew Singer

      As corporate scandals go, this one was decidedly low megawatt. In 2004 Edison International/Southern California Edison disclosed that 12 of its employees had falsified data to influence the outcome of independent customer satisfaction surveys. In the wake of those revelations, however, the electric utility company, California’s largest, took action. A total of 33 employees were disciplined, with measures ranging from counseling to termination. The company also named a chief ethics and compliance officer, instituted ethics training for its managers, and raised publicity about its ethics hotline. It created, too, a central ethics and compliance office. Previously the ethics function had been “decentralized,” overseen by the law department.

  • The Financial Crisis and Greed. By Ron Duska

      How many times have you heard that greed was the cause of the present financial crisis? Lending practices were too lenient, credit ratings too optimistic, and the public too easily took on debt rather than save. Were these behaviors driven by greed? Or self interest? It is beyond an ethicist’s expertise to comment on the various economic causes of the crisis, but we can investigate the claim that behavior was driven by greed. Greed is an ethical issue. What constitutes greedy behavior? To begin, greed is more than simply a pursuit of self-interest. Greedy people are those who behave in the manner Aristotle describes in the opening quote, driven by an unconstrained habit of acquiring simply for the sake of acquiring. It is when we create and accumulate wealth simply for the sake of having more wealth that we have greed.

  • Costco Agrees to Implement 'Robust Compliance Program'

      Business scandals sometimes seem like Independence Day fireworks: Lighting up the sky, then quickly fading. So it is with the stock options backdating scandal that embroiled more than 100 U.S. corporations several years back. Firms caught up in this practice included Apple and Dell and UnitedHealth Group, among others. Given the depth of the current economic crisis, this seems like distant history, indeed. (For the record: The practice of backdating stock options is not necessarily illegal, but it is when it misleads company shareholders—as did the options backdating that drew public censure in 2005 and 2006.) Costco Wholesale Corporation (Issaquah, WA), the multi-billion dollar global retailer, was yet another firm caught up in this abuse. Between 1996 and 2003 it issued stock to employees of the company, including executive officers, that was improperly accounted for on the company’s books, including in statements filed with the SEC. Federal prosecutors launched an investigation.

  • Coffee, Conversation and Compliance at CUNA Mutual. By Andrew Singer

      Coffee is a stimulant, and its social lubricity has long been celebrated. But can it stimulate compliance conversations? Steve Koslow thinks so. Koslow is the chief ethics and compliance officer for CUNA Mutual Group (Madison, WI), a company that provides insurance, investments and other financial services to credit unions. It has some 4,700 employees worldwide. Lately Koslow has been conducting regular coffee meetings with small groups of the organization’s compliance professionals. These are known informally within the organization as “Coffee with Koslow.” They stroll to the cafeteria, grab a cup of coffee, “and we talk for an hour.”

  • Managing Conflicts of Interest in Higher Education (Part II). By Robert F. Roach and Diane Delaney

      A potential individual conflict of interest may arise when there is the possibility, from the perspective of an independent observer, that a university member’s private interests, or his or her family’s interests, may influence the individual’s professional actions, decisions, or judgment. A conflict may occur when a member has a financial interest in the outcome of certain university research or the company sponsoring the research, for example. It is also imperative for the university ethics and compliance officers to set forth significant reasons for managing conflicts of interest. These reasons include, among others, that managing potential conflicts helps assure the integrity and objectivity of the institution’s decision-making process, and it also protects institutional funds by assuring proper stewardship and limits the possibility that civil damages or government fines will be imposed. In this segment, we suggest some internal controls for managing such conflicts.

  • To order back issues

    January/February 2009 (Vol. 22, No. 4)

  • When Nexen Evacuated Its North Sea Platform. By Andrew Singer
  • L'Oreal's Ethics Commitment Goes Beyond Cosmetics. By Andrew Singer
  • Training and Communications: 24 Ideas For Reaching Your People. By Joe Murphy
  • Effective FCPA Compliance Programs (Part Two). By Jeffrey M. Kaplan
  • Managing Conflicts of Interest In Higher Education. By Robert F. Roach and Diane Delaney
  • November/December 2008 (Vol. 22, No. 3)

  • Cisco Transmits Ethics To A 'Wired' Work Force. By Andrew Singer
  • The Ethics Of Business Ethics (Part 2). By Lori Tansey Martens
  • LA School District Ethics Film: 'Two Pencils Up!' By Andrew Singer
  • Managing Ethics and Compliance In Times of Economic Turbulence. By Gabe Shawn Varges
  • Building an Internal Marketing Program Around Ethics and Compliance. By Joel A. Rogers
  • September/October 2008 (Vol. 22, No. 2)

  • As GM Struggles, Its Ethics and Compliance Office Motors On. By Andrew Singer
  • The Ethics Of Business Ethics (Part 1). By Lori Tansey Martens
  • Raytheon's EthicSpace: Keeping The Message Current. By Joe Murphy
  • Effective FCPA Compliance Programs (Part One). By Jeffrey M. Kaplan
  • Antitrust Compliance Programs: Lessons Learned from 30 Years of Practice (Part 3). By Joe Murphy
  • July/August 2008 (Vol. 22, No. 1)

  • Corporate ethics has taken a wrong turn, says former ERC chief. By Andrew Singer
  • Morgan Stanley's Insider-Trading Program: 'Sort of Scary'. By Andrew Singer
  • 'Our Board of Directors Doesn't Need Training' And Other Myths. By Steve Priest
  • Antitrust Compliance Programs: Lessons Learned from 30 Years Of Practice (Part 2). By Joe Murphy
  • May/June 2008 (Vol. 21, No.6)

  • How Toyota Measures Compliance Management. By Andrew Singer
  • Mitigating the Fear of Retaliation, Georgia Power Style. By Rebecca Walker
  • PricewaterhouseCoopers Seeks To Simplify The Compliance Process. By Andrew Singer
  • How DPAs, CIAs and Other Settlements Can Have a Lasting Effect. By Joe Murphy
  • Antitrust Compliance Programs: Lessons Learned from 30 Years Of Practice (Part 1). By Joe Murphy
  • March/April 2008 (Vol. 21, No.5)

  • The Limitations Of Ethics Surveys (Part I). By Ed Petry
  • Tying Ethics to Evaluations At Nationwide Insurance. By Andrew Singer
  • Thinking About Training. By Jeffrey M. Kaplan and Rebecca Walker
  • Moving An Industry Beyond A 'Strictly Commercial' Point of View. By Andrew Singer
  • A Canadian Association's Big Tent Approach to C&E. By Donna Boehme and Joe Murphy
  • To order back issues

    January/February 2008 (Vol. 21, No. 4)

  • No Improvement In Ethics Risk Landscape, ERC Survey Finds. By Rielle Miller Gabriel
  • Exploring Ethics Metrics At United Space Alliance. By Andrew Singer
  • Compliance Programs For Smaller Companies. By Jeffrey M. Kaplan
  • Testing Out. By Joe Murphy
  • Ssh, Ssh Don't Tell Me! By Mark Frankcom
  • November/December 2007 (Vol. 21, No. 3)

  • Defining the Role of Chief Ethics and Compliance Officer: A Step Forward. By Joe Murphy
  • KPMG Seeks To Propel Ethics to the 'Ends Of the Tentacles.' By Andrew Singer
  • Waste Management's 'Core Values.' By Bill Pracher
  • No Place To Hide: Early Lessons from The Siemens Case. By Donna Boehme and Joe Murphy
  • Fluor Corporation Gets Behind PACI's Anti-Corruption Drive. By Andrew Singer
  • September/October 2007 (Vol. 21, No. 2)

  • Establishing a Culture of Ethics and Integrity in Government. By Robert F. Roach and Mara Davis
  • A Computer Software Giant Takes Time Out for Compliance (CA, Inc.). By Andrew Singer
  • The Ethics Officer and the Board: Partners for Effective Ethical Governance. By W. Michael Hoffman and Mark Rowe
  • Regional Business Ethics Roundtables: The Greater Houston Experience. By Linda Lipps.
  • Salomon Ex-CEO Denham: Board has Key Oversight Role in Ethics & Compliance. By Andrew Singer
  • July/August 2007 (Vol. 21, No. 1) – Special 20th Anniversary Issue
    Ethikos At Twenty: Looking Backwards, And Ahead

  • Contributions from Thomas Donaldson, Henry-Benoit Loosdregt, Keith T. Darcy, Lori Tansey Martens, Ronald E. Berenbeim, Richard S. Gruner, W. Michael Hoffman, Ed Petry, Megan Barry, Frank Daly, Simon Webley, Rebecca Walker, Tim C. Mazur
  • Implementing a Compliance And Ethics Program in China. By Preston M. Torbert
  • May/June 2007 (Vol. 20, No.6)

  • How Alcoa Gauges Ethics Effectiveness. By Andrew Singer
  • Preparing MBAs for Ethical Leadership. By Emily Layzer Sherwood
  • How the CEO Can Make the Difference in Compliance and Ethics. By Joe Murphy
  • Information Gathering Practices: Where To Draw the Line. By Mark T. Calloway and Catherine L. Hess
  • What's 'In The News' Can Inform C&E Programs. By Jeffrey M. Kaplan
  • March/April 2007 (Vol. 20, No.5)

  • By 'Baring All,' Chubb Was Spared In Spitzer Probe. By Andrew Singer
  • Compliance Guidance From the United Kingdom. By Joe Murphy
  • Human Rights: Exploring The No-Man's Land Between Law and Ethics. By John F. Sherman, III
  • How Xerox Corp. Weaves Ethics Into The Internal Audit Process. By Andrew Singer
  • Six Lessons From The Hewlett-Packard Spying Case. By Terry Thomas
  • January/February 2007 (Vol. 20, No. 4)

  • Stone v. Ritter: Implications for Directors and Compliance Programs. By Jeffrey M. Kaplan
  • Retailer Best Buy Resolved To Do Better With PS3 'Launch'. By Andrew Singer
  • Measuring the Effectiveness of Ethics and Compliance Programs. By Emily Layzer Sherwood
  • Hotlines Must Adapt To an Ever-Changing Global Environment. By Dennis Muse
  • A New Compliance Certification Program. By Joshua Leet
  • November/December 2006 (Vol. 20, No. 3)

  • Corporate Compliance Programs Under Italian Law. By Francesca Chiara Bevilacqua
  • Simmons' Compliance Committee: Cushioning The Program Load. By Andrew Singer
  • Screening Job Applicants For Ethics: Can It Be Done? By Emily Layzer Sherwood
  • Compliance Officer on Board: What Your Audit Committee Is Missing. By Joseph E. Murphy and Daniel R. Roach
  • The Conference Board Benchmarks Ethics and Compliance Programs.
  • September/October 2006 (Vol. 20, No. 2)

  • Becton Dickinson's Ethics Troubleshooter. By Andrew Singer
  • The Tone at the Middle. By Jeffrey M. Kaplan
  • Caterpillar's Code Revisions: Reinforcing the 'High' Way. By Andrew Singer
  • Toyota's OutReach Program. By Emily Layzer Sherwood
  • The Voices of Experience: Advice from the Field. By Joseph E. Murphy and Joshua Leet
  • July/August 2006 (Vol. 20, No. 1)

  • Has Compliance Killed Ethics? By Lori Tansey Martens and Megan Barry
  • Boeing Company's Ethics Improvements Take Flight. By Andrew Singer
  • NCR Corporation's Four-Fold Ethics &Compliance Model. By Steve Scarpino
  • The Evolving Position Of Ethics Officer. By Emily Layzer Sherwood
  • Industry Practices Groups: Why And How. By Joe Murphy
  • May/June 2006 (Vol. 19, No.6)

  • Marsh & McLennan's Business Reforms: Much Ground Covered In Little Time. By Andrew Singer
  • Extending Compliance Requirements To Suppliers And Other Third Parties. By Rebecca Walker
  • Some Leeway in New NASD/NYSE Rules for Business Entertaining. By Emily Layzer Sherwood
  • AllianceBernstein Invests In New Ombuds Office. By Andrew Singer
  • 'I've Been Waiting For You To Call' By Joe Murphy
  • March/April 2006 (Vol. 19, No.5)

  • How BP Communicates Integrity: Creative Engagement to Win Hearts and Minds. By Donna C. Boehme
  • Creating an Open, Non-Retaliatory Workplace. By Andrew Singer
  • Risk-Based Compliance Program Management. By Jeffrey M. Kaplan
  • Chronikos: Sarbanes-Oxley. Compliance committees. General Electric Co. ECOA
  • In the Absence of Governing Law, International Financial Institutions Create Their Own Ethics Programs. By Emily Layzer Sherwood
  • TAP Pharma Isn't Afraid To Show 'A Little Levity.' By Andrew Singer
  • January/February 2006 (Vol. 19, No. 4)

  • Protections for Compliance People. By Joe Murphy
  • Titan Corporation Paid a Giant Price For FCPA Missteps. By Andrew Singer
  • Unread, Codes of Conduct Become Dangerous Dust Collectors. By Jim Nortz
  • Corporate Social Responsibility Reports Are On The Rise. By Emily Layzer Sherwood
  • EOA To Strike Alliances With Other Ethics Groups. By Andrew Singer
  • November/December 2005 (Vol. 19, No. 3)

  • Do Ethics Programs Really Work? By Patricia J. Harned
  • What's Brewing at Starbucks: Social Responsibility…And Coffee Too. By Emily Layzer Sherwood
  • 'Check Ups' For Compliance and Ethics Programs. By Jeffrey M. Kaplan and Steve Priest
  • Ombuds Office Helps Coca-Cola Bottler Avoid Explosions. By Andrew Singer
  • Management Implications of Sarbanes-Oxley. By Oliver Quinn
  • September/October 2005 (Vol. 19, No. 2)

  • U.S. Helplines Raise EU Privacy Concerns. By Carrie J. Di Santo and Brian Hengesbaugh
  • Developing Effective Helplines: Shell Oil and Lubrizol. By Andrew Singer
  • 'Mandavolent' Compliance. By Joe Murphy
  • Do You Know Me? I'm the American Express Ombudsperson. By Andrew Singer
  • July/August 2005 (Vol. 19, No. 1)

  • How Dow Chemical Centralized Its Investigations Process. By Andrew Singer
  • Teaching Corporate Compliance: One Law School's Seminar Approach. By Paul E. McGreal
  • Assessing Corporate Culture: Part II. By Ed Petry.
  • The Touchy Issue of Intra-Office Romance. By Emily Layzer Sherwood
  • Tenet and Caremark's Prescription: 'Live' Ethics Training. By Andrew Singer
  • May/June 2005 (Vol. 18, No.6)

  • The Boss's New Job: Ensuring Compliance Program Effectiveness. By Jeffrey M. Kaplan
  • Transparency in Due-Diligence Background Checking: Setting A Standard. By James Mintz and Edward Frost
  • The Role Of Incentives In Compliance Programs. By Joseph Murphy and Christopher Vigale
  • The Exit Interview: A Final Compliance Check. By Emily Layzer Sherwood
  • Granite Construction Adds 'Land Mines' To Its Antitrust Compliance Training. By Andrew Singer
  • March/April 2005 (Vol. 18, No.5)

  • Assessing Corporate Culture. By Ed Petry
  • A Better Class Of Board Ethics Education. By W. Michael Hoffman, Dawn-Marie Driscoll and Mark Rowe
  • Who Says Crime Doesn't Pay? By Dick Martin
  • Using Peer Reviews To Assess Your Compliance Program. By David B. Crawford
  • January/February 2005 (Vol. 18, No. 4)

  • Effective Ethics Education Of The Board Of Directors (Part 1). By W. Michael Hoffman, Dawn-Marie Driscoll and Mark Rowe
  • Packaging An Ethics Code: Altria Learns That One Size Does Not Fit All. By Andrew Singer
  • How Memorial Health University Medical Center Measures The Ethics Performance Of Its Senior Managers. By Mary Ann Bowman Beil
  • South Africa Puts Ethics And Social Responsibility On The Business Agenda. By Mollie Painter-Morland.
  • November/December 2004 (Vol. 18, No. 3)

  • The Ethics Officer Association's Risk Assessment Survey. By Jeffrey M. Kaplan
  • Hewlett Packard: A Multidisciplinary Approach to Internal Investigations. By Russ Berland
  • Questions To Ask About An In-House Compliance And Ethics Job Offer. By Joe Murphy
  • Chronikos: E-mail: The New 'Smoking Gun'
  • The Value Of A Complaints System In Effective Legal Compliance Systems. By Brian Sharpe
  • September/October 2004 (Vol. 18, No. 2)

  • New Code Requirements: Preliminary Answers To Some Emerging Questions. By Rebecca Walker
  • An Ethics Officer Of Olympic Size Proportions. By Andrew Singer
  • Eight Reasons Smaller Companies Should Have Compliance Programs. By Deanna Parmenter
  • The Measurement Challenge (Part III): Results from the Deep Dive. By Joe Murphy
  • Review: The AOL Time-Warner merger. By Loren Singer
  • July/August 2004 (Vol. 18, No. 1)

  • The New Corporate Sentencing Guidelines. By Jeffrey M. Kaplan
  • Effective Compliance Programs In Higher Education: Report from Texas. By Joe Murphy
  • UPS' Regulatory Compliance Review. By Bob Gordon and Sam Elkind
  • The Measurement Challenge (Part II): Implementing the 'Deep Dive'. By Joe Murphy
  • Review: The Hope of Progress and A Pair of Manipulators. By Loren Singer
  • May/June 2004 (Vol. 17, No.6)

  • Spattered and Scorched, Premier, Inc. Seeks The 'High Road'. By Andrew Singer
  • The Measurement Challenge (Part 1): Introducing the Deep Dive. By Joe Murphy
  • Ethical Leadership In Corporate Governance: A Case Study. By Tony Boswell
  • Inaugural Business Ethics Conference In Paris
  • Review: Paying For The Excesses Of The Past. By Loren Singer
  • March/April 2004 (Vol. 17, No.5)

  • The Board's Role In Ethics Programs: A Global Study. By Jeffrey M. Kaplan
  • MCI's New Ethics Officer Has A 'Seat At The Table.' By Andrew Singer
  • Ethics For Ethicists? A Code For Ethics And Compliance Professionals. By Joseph Murphy
  • The Timberland Company Brings Community Service Out Of The Woods. By Andrew Singer
  • January/February 2004 (Vol. 17, No. 4)

  • DuPont's Daring Communications Formula. By Andrew Singer
  • Turnover in Personnel: Is Your Compliance Program Prepared? By Maggie Bavuso
  • Lessons of the Mutual Fund Crisis. By Jeffrey M. Kaplan
  • Lights! Camera! Action! Lockheed Martin's Ethics Film Festival. By Brian Sears
  • Australia: A Fertile Source of Ideas In The World of Compliance. By Joe Murphy
  • Review: When the Tires Failed and the SUVs Turned Over. By Loren Singer
  • November/December 2003 (Vol. 17, No. 3)

  • Proposed Amendments to the Sentencing Guidelines: Changes in the Wind. By Win Swenson
  • Aventis' Helpline: Translating From The Urdu (et. al.). By Andrew Singer
  • The Future: More Ethics Officers Reporting to the Board? By Jim Brennan
  • Coming This Season to KNTV: Marathon Oil's Business Conduct Code. By Andrew Singer
  • Review: The Ways and Means of Establishing Ethics in the Business Sector. By Loren Singer
  • September/October 2003 (Vol. 17, No. 2)

  • Teaching Business Ethics: One School's Notes. By Bruce Buchanan
  • Needed From Bertelsmann's Ethics & Compliance Officer: A 'Diplomatic Effort'. By Andrew Singer
  • The Organizational Ombuds: Complementing The Ethics Office. By Arlene Redmond and Randy Williams
  • Review: Six Laws Of 'Absolute Honesty' For The Post-Enron World. By Loren Singer
  • July/August 2003 (Vol. 17, No. 1)

  • Post-Enron Expectations: Directors, Investigations and Independence of Process. By Jeffrey M. Kaplan
  • Fannie Mae Rates Managers On Integrity And Honesty. By Andrew Singer
  • 20 Questions To Ask About Your Code Of Conduct. By Joe Murphy and Win Swenson
  • GMI Grades Companies Worldwide On Corporate Governance. By Andrew Singer
  • Review: When The Number* Lied. By Loren Singer
  • May/June 2003 (Vol. 16, No.6)

  • Justice Department Revises Corporate Prosecution Standards. By Jeffrey M. Kaplan
  • Health Care Service Corporation's In-Depth Management Certification Process. By Andrew Singer
  • Exelon Corporation Excels At Reaching Out. By Andrew Singer
  • Checking Your Compliance Program's Performance By The Numbers. By Brian Sharpe
  • Review: Business Ethics: An Area For Compromise And Consideration. By Loren Singer
  • March/April 2003 (Vol. 16, No.5)

  • When Nucor's CEO Had A Dilemma. By Andrew Singer
  • When starting your compliance program, survey what's already in place-and in practice. By Joseph Murphy
  • Sun Microsystems Sends Managers to Fiduciary Boot Camp. By Andrew Singer
  • 'Walking the Talk'
  • Review: A Trenchant Analysis Of Capitalism In Operation. By Loren Singer
  • January/February 2003 (Vol. 16, No. 4)

  • Weighing Sarbanes-Oxley: Changes Appear To Be Profound. By Rebecca Walker
  • Compliance Risk Analyses: Reasons And Capacities For Wrongdoing. By Jeffrey M. Kaplan
  • What The Schools Can Teach Us About Nurturing Values. By Patricia J. Harned & Kathryn M. Sutliff
  • An E-Conference On Business Ethics: The Search For Global Standard. By C. Lee Essrig
  • November/December 2002 (Vol. 16, No. 3)

  • Is a Company Ethical? Just Ask The Competition. By Andrew Singer
  • Lost Words of the U.S. Sentencing Guidelines. By Joseph Murphy
  • Shell Oil Company 'Energizes' Its Ethics Commitment. By Andrew Singer
  • Review. Taking On ' America 's Broker.' By Loren Singer
  • September/October 2002 (Vol. 16, No. 2)

  • The Corporate Reform Law: What Does It Mean For Ethics Programs? By Jeffrey M. Kaplan
  • Coors Brewing Company's Ethics Code Training. By Andrew Singer
  • Antitrust Compliance: The Government's Perspective. By William J. Kolasky
  • Enron: A Failure of Corporate Governance. By Dawn-Marie Driscoll
  • Chronikos: Corporate Responsibility. Altruism. Lead Directors.
  • Review: James Cramer's Perfervid Assault On the Pinnacle. By Loren Singer
  • July/August 2002 (Vol. 16, No. 1)

  • The NYSE Report: Analyzing its Impact On Corporate Compliance Programs. By Rebecca Walker
  • Waste Management's Hotline Use Is No Longer 'Off the Charts.' By Andrew Singer
  • Enron Artifacts as Excavated: 'What We Believe.' By John Smith
  • Whistleblowing: A Global Perspective (Part II). By Lori Tansey Martens and Amber Crowell
  • Review: How Leaders Perform the 'Alchemy' Of Changing Organizations. By Loren Singer
  • May/June 2002 (Vol. 15, No.6)

  • A Greater Focus on Corporate Boards. By Jeffrey M. Kaplan
  • Talk About Values At All Levels Galvanizes Duke Energy. By Andrew Singer
  • Whistleblowing: A Global Perspective (Part 1). By Lori Tansey Martens and Amber Crowell
  • Born of Strife, DTE's Heterogeneous Ethics Council Advises. By Andrew Singer
  • A Business Professor Considers Enron Matters. By Andrew Singer
  • Review: The False Prophets Of the 1990s Unmasked. By Loren Singer
  • March/April 2002 (Vol. 15, No.5)

  • Enron: Early Lessons For Ethics Officers. By Jeffrey M. Kaplan
  • Did Frayed Labor Relations Lead to Flawed Tires? By Andrew Singer
  • FCPA Compliance. By Joe Murphy
  • Sara Lee's Ethics Recipe: Assessment and Measurement. By Andrew Singer
  • Review: Peter Drucker: A Fine Eclectic Mind. By Loren Singer
  • January/February 2002 (Vol. 15, No. 4)

  • How The SEC Will Credit Compliance Programs In Enforcement Decisions. By Dana H. Freyer and Rebecca S. Walker
  • Raytheon's Gratuities and Gifts Policy Has Some Give. By Andrew Singer
  • Downsizing: The Better Ways. By John A. Challenger
  • Workplace Violence and The Ethics Office. By Andrew Singer
  • Review: A Worshipful Look at Business Leaders Who Would Make Horatio Alger Proud. By Loren Singer
  • November/December 2001 (Vol. 15, No. 3)

  • The Sentencing Guidelines: The First Ten Years. By Jeffrey M. Kaplan
  • How the World Bank Revised Its Code Of Conduct. By Andrew Singer
  • An International Management System Standard for Business Conduct. By Lee Essrig.
  • Values is the Bedrock Upon Which Suez Builds. By Andrew Singer
  • Review: America 's Pre-eminent Corporate Manager (Jack Welch) Reflects on a Career. By Loren Singer
  • September/October 2001 (Vol. 15, No. 2)

  • Are Conflicts Of Interest Your Program's Achilles Heel? By Jeffrey M. Kaplan, Joseph E. Murphy and Winthrop M. Swenson
  • General Electric Company's True Confessions Ethics Video. By Andrew Singer
  • How TRW's Legal and Ethics Compliance Is Reviewed Annually. By Andrew Singer
  • The 1950s: Eisenhower, the Yankees, Senator McCarthy and an Ethics Committee. By Andrew Singer
  • Review: Levi Strauss and the Defense Of the Rights of Man Everywhere. By Loren Singer
  • July/August 2001 (Vol.15 , No. 1)

  • EOA Survey: Companies Seeking To Integrate Ethics Through The Whole Organization. By Ed Petry
  • When You Are Not Alone - Sharing Your Investigation with the Government. By David W. Denton
  • Ethics Training at Lockheed Martin Takes a Tabloid Turn. By Andrew W. Singer
  • The Ethics Office of the Future: From Compliance to Integrity-and Beyond. By Michael G. Daigneault, with Shaletta Espie
  • Review: Ernest Shackleton: A Great Explorer and Manager, Too. By Loren Singer
  • May/June 2001 (Vol. 14, No.6)

  • UPS Translates and Transports An Ethics Code Overseas. By Andrew W. Singer
  • Five Questions For A Risk Analysis. By Jeffrey M. Kaplan
  • Olin Corporation's 'Values-based' Ethics Program. By Andrew W. Singer
  • Procter & Gamble's Positive Approach To Its 'Sustainability Report'
  • Review: Identifying Trust In All Its Variants. By Loren Singer
  • March/April 2001 (Vol.14, No.5)

  • Learning from the Salt Lake City Olympics Scandal. By Andrew W. Singer
  • Federal Contractor Regulations: Controversy And Compliance. By Rebecca S. Walker
  • Job Aides, Toys, or 'Tchatchkas': Getting the Compliance Message To Employees. By Joseph E. Murphy
  • Audits Reduce Compliance Risk At United Technologies. By Andrew W. Singer
  • Review: The Lesson Of Daimler/Chrysler: 'Bigger Isn't Always Better'? By Loren Singer
  • January/February 2001 (Vol. 14, No. 4)

  • NLRB Adds A New Danger To The Investigative Minefield. By Jeffrey M. Kaplan
  • At Tenet Healthcare: Linking Ethics To Compensation. By Andrew Singer
  • General Electric Extends Its 'Quality' Effort to Compliance.
  • At BellSouth, The Main Website Is The Internal One. By Andrew Singer
  • In Search of Disciplinary Consistency
  • Book Review: LTCM Played By Its Own Rules—And Nearly Brought The System Down. By Loren Singer
  • To order back issues

    November/December 2000 (Vol. 14, No. 3)

  • Conducting Ethical Investigations Ethically. By Tim Williams
  • Restoring Vitality and Momentum To The Business Ethics Movement. By Alan Yuspeh
  • Regulations Spur A New Organization: The Privacy Officers Association. By Andrew Singer
  • Review: A Reluctance To Take Personal Responsibility. By Loren Singer
  • September/October 2000 (Vol. 14, No. 2)

  • Thinking Inside The Box: Risk Analysis in Three Dimensions. By Jeffrey M. Kaplan
  • Ethics Programs and the Changes in the Boardroom. By Frank Daly.
  • Ethics And The Inclusion of the Virtual Workforce. By Jim Berg.
  • ERC Study: How Employees Perceive Ethics at Work.
  • Southern Company Sets Sights on Self-Monitoring. By Andrew Singer
  • Review: Corporate Environmentalism Classified By Shades of Green. By Loren Singer
  • July/August 2000 (Vol. 14, No. 1)

  • Justice's Guidance on Prosecuting Corporations: A 'Booster Shot' For Ethics Officers. By Jeffrey M. Kaplan
  • What We Can Learn About Effective Compliance Policies From Recent Employment Discrimination Cases. By Rebecca S. Walker
  • UroCor Takes The Lead In Eliminating A 'Troubling Practice.' By Andrew Singer
  • The Privacy Bar Must Be Higher for E-Commerce Companies. By Chris Larsen
  • Review: GE's Jack Welch: 'We Must Rely On The Integrity of Our People.' By Loren Singer
  • May/June 2000 (Vol. 13, No.6)

  • AEP's Ethics Interviews Are 'About The Passion of The People.' By Andrew Singer
  • When It Comes to Child Labor, Toys 'R' Us Isn't Playing Around
  • Pro and Con: Should Your General Counsel Be Your Ethics/Compliance Officer? (Part 2). Edited by Joseph Murphy
  • General Motors: Ethics Increasingly Means Social Responsibility Too
  • Review: The Manager As 'Principled, Diplomatic Leader.' By Loren Singer
  • March/April 2000 (Vol. 13, No.5)

  • Teamsters Revving Up for a Non-Stop Ethics Journey. By Andrew Singer
  • Taking a Disciplined Approach to Discipline: Enforcing Compliance Standards. By Joseph Murphy
  • Prudential's Ethics Chief Aims to 'Represent The Common Values of the Company.' By A. Singer
  • Chronikos: Which Industries Are Most Likely to Pay Bribes in Emerging Markets?
  • Review: How Far Has Disney Strayed From Walt's Way? By Loren Singer
  • January/February 2000 (Vol. 13, No. 4)

  • Examining the Legal and Business Risks Of Compliance Programs. By Joseph Murphy
  • Honda's Ethics Training Shifts To A Higher Gear. By Andrew Singer
  • Compliance Programs, E-Mail and The Internet. By Jeffrey Kaplan
  • Pro and Con: Should Your General Counsel Be Your Ethics/Compliance Officer?
  • Review: At Age 90, Peter Drucker Looks Ahead To the Next Century. By Loren Singer
  • November/December 1999 (Vol. 13, No. 3)

  • CEO's Focus on 'Reputation' Buoys Unisys' Ethics Program. By Andrew Singer
  • Compliance Programs for Subsidiaries: A Legal Analysis of Risk and Reward. By Jeffrey M. Kaplan
  • Alyeska Pipeline Service Co. Seeks to Establish a 'Culture of Trust'
  • Pro and Con: Does it Hurt to Call Your Program an Ethics Program?
  • Review: Turning the Tide in the Tobacco Wars. By Loren Singer
  • September/October 1999 (Vol. 13, No. 2)

  • Compliance with Executive Order 13126: Subject: Child Labor. By Rebecca S. Walker
  • At Howmet Corporation, the Internal Auditor Wears the Ethics Hat. By Andrew Singer
  • An Ethics Case Study: McDermott International. By Rober E. Tetrault
  • Compliance Programs for Universities: Are the Risks Being Addressed? By Joseph E. Murphy
  • Review: When Moral Imagination Guides-Or Fails to Guide-Business Decisions. By. Loren Singer
  • July/August 1999 (Vol.13, No.1)

  • Hoffman-Laroche Case: A Sentencing Guidelines Milestone. By Jeffrey M. Kaplan
  • Ethics and Compliance: A European Update. By Lori Tansey Martens and William Miller
  • Conducting An Effective Ethics Investigation. By Andrew Singer
  • Selling Compliance To Management: 10 Sales Tips. By Joseph E. Murphy
  • Are Healthcare Compliance Programs Effective? Too Soon To Tell, Says GAO
  • Review: In Defending Against Sexual Harassment, Prevention Is The Strongest Bulwark. By Loren Singer
  • May/June 1999 (Vol. 12, No.6)

  • Fighting International Corruption: The U.S. Government's Perspective. By Stephen Potts.
  • Lockheed-Martin Corp. Moves Beyond The Internet To Intranet Compliance Training. By Andrew Singer
  • In the Aftermath of the Carman Decision, Ombuds 'Privilege' Still Has Validity. By Charles Howard and George Wratney.
  • Corporate Compliance Makes The Grade Australian Law School. By Christine Parker.
  • Review: Has America Lost Control Over Its Corporations? By Loren Singer
  • March/April 1999 (Vol. 12, No.5)

  • OECD's Convention on Bribery 'Levels The Playing Field.' By Michael Hershman.
  • Ingersoll-Rand Uses 'Five Questions' To Help Identify Ethics Issues. By Andrew Singer
  • More Companies Are Looking At Ethics In The 'Extended Organization,' By Ed Petry and Vic Pompa.
  • Australia Sets New Standards For Programs. By Bill Dee.
  • Pro and Con: Do Games and Humor Strengthen Or Weaken Compliance Programs? Edited by Joseph Murphy
  • January/February 1999 (Vol. 12, No. 4)

  • New Insurance Policy Protects Against False Claims Act Liability. By Andrew Singer
  • How Raytheon Company Vets and Trains Its International Sales Reps
  • Compliance Program Documentation: What Can and Should Be Kept Confidential. By Jeffrey Kaplan
  • British Law Expands Whistleblowers' Rights.
  • Bioethics and Business Ethics: Time For A Dialogue. By Paul Wolpe
  • Review: What Role Does Ethics Play In Leadership? By Loren Singer
  • November/December 1998 (Vol. 12, No. 3)

  • University of Pennsylvania Enlists A Corporate Compliance Officer. By Andrew Singer
  • Sustaining an Ethical Business Culture. By Michael Critelli
  • The Shell Report: Searching for 'Openness and Transparency'
  • Transparency International's 1998 Corruption Perceptions Index
  • A Proposal: No Punitive Damages for 'Diligent' Companies. By Joseph Murphy and Mark Tuller
  • Review: From Boeing to Starbucks: A Review of 80 Ethics Statements. By Loren Singer
  • September/October 1998 (Vol. 12, No. 2)

  • The Supreme Court Rulings on the importance of Anti-Harassment Policies. By Mark E. Brossman, Rita A. Hernandez and Laurie C. Malkin
  • Beware of Legal Pitfalls In Conducting Background Checks. By Jeffrey M. Kaplan
  • Tests of Strength in Compliance Programs. By Joseph Murphy
  • Coming Soon: Certification For Compliance Officers. By Andrew Singer
  • Review: John D. Rockefeller: Devil or Angel? By Loren Singer
  • July/August 1998 (Vol. 12, No. 1)

  • HHS 'Guidance' Reveals Government's Latest Thinking About Compliance Programs. By Winthrop Swenson
  • Motorola's Ethics Renewal Process. By Andrew Singer
  • Compliance and Business Ethics Are Coming of Age in Canada. By Mark Schwartz
  • Powerful Or Powerless: Does Your Compliance Officer Make The Grade? By Paula J. Desio
  • An Antitrust Conspiracy Hatched in a Hotel Room. By Walter W. Schanbacher
  • Review: When a Company Writes Its Own Business Ethics Text. By Loren Singer
  • May/June 1998 (Vol. 11, No.6)

  • For Columbia/HCA Healthcare, Alan Yuspeh Seems To Be What The Doctor Ordered. By Andrew Singer
  • Enhancing the Compliance Officer's Authority: Preparing an Employment Contract. By Joseph E. Murphy
  • The Defamation Explosions From U-5 Cases. By Jeffrey M. Kaplan
  • CEO Support is Critical In Preventing Ethical Breaches In The Workplace. By William T. Redgate and Michael Rion
  • With An Office Romance, Sometimes The Best Course Is To Do Nothing. By Joan Elise Dubinsky
  • Review: Surveying Four Decades of Ethical Management. By Loren Singer
  • March/April 1998 (Vol. 11, No.5)

  • In Illinois Only: Insures' Compliance Audits Are 'Privileged' By Jeffrey M. Kaplan
  • Six Myths About The Corporate Ethics Office. By Edward Petry
  • The Timken Company Assesses Its World-Wide Compliance Conference. By Andrew Singer
  • Business Ethics in China. By Kris Day and Lori Tansey
  • Extending Compliance Programs to Acquisitions and IPOs. By Kirk Jordan
  • Review: IBM: A Corporate Icon That Managed To Renew Itself. By Loren Singer
  • January/February 1998 (Vol. 11, No.4)

  • With Roots in the 1970s, Weyerhaeuser's Business Conduct Committee Flourishes. By Andrew Singer
  • Investigation, Termination - And the Aftermath. Bell Atlantic Mobile.
  • Retaining Compliance Records: When, Where and For How Long? By Jeffrey M. Kaplan
  • Research Ethics and Scientific Misconduct: Making Sense of the Mosaic. By Debra M. Parish
  • Review: Details That Improve An Ethics Program From An Industry Veteran. By Loren Singer
  • November/December 1997 (Vol. 11 No. 3)

  • For Coopers & Lybrand, A $1.5 million Ethics Program 'Totals Up'. By Andrew Singer
  • Sara Lee Corp. relies on its business conduct officers overseas
  • The Ethical Center of the Persian Gulf
  • Diversity defined: Respect for others
  • Review: Management consulting: 'The most improbable business in the world'? By Loren Singer
  • To order back issues

    September/October 1997 (Vol. 11 No. 2)

  • When Nynex and Bell Atlantic Merged, the Code of Conduct Was Wired Up for Communication. By Andrew Singer
  • Federal Appeals Court Rejects Ombudsman's Privilege
  • Has Nike 'Lowered the Bar' With Its Asian Labor Practices?
  • BankBoston's Layoffs Program: 'Death With Dignity'
  • Japan is Taking Business Ethics 'More Seriously'
  • Review: Ben & Jerry's: A Sweeter Flavor of Capitalism? By Loren Singer
  • July/August 1997 (Vol. 11 No. 1)

  • Bracing for Deregulation, AEP Boosts Ethics Training. By Andrew Singer
  • How United Technologies' Board Meets Its Compliance Obligations
  • Lockheed Martin Teaches Ethics Via The Dilbert Principle
  • Seeking The Causes of Wrongdoing
  • Global Ethics: Monitoring the Changes
  • Review: The Ethical Obligations of Those Who Act As Fiduciaries. By Loren Singer
  • May/June 1997 (Vol. 10 No.6)

  • Guardsmark Illuminates Its Ethics Code - Annually. By Andrew Singer
  • How Sprint Corporation Leverages its Ethics 'Resources'
  • Restructuring the Compliance Program at new York State Electric & Gas
  • The CEO's Critical Commitment at National Airmotive Corporation
  • Review: A Tale of Egomania and Paranoia: Saatchi & Saatchi. By Loren Singer
  • March/April 1997 (Vol. 10 No.5)

  • GTE Telephone Rings Up 'Standards" Training for 60,000. By Andrew Singer
  • How Holt Company Introduced its 'Managing by Values' Process
  • 'Aim High' When Developing a Compliance Culture
  • Internal Audit's Compliance Role Grows at Halliburton Company
  • Review: 'The Muted Conscience'. By Loren Singer
  • January/February 1997 (Vol. 10 No. 4)

  • Follow Sentencing Guidelines' Compliance Measures, Court Tells Directors. by Jeffrey M. Kaplan
  • Pharmacia & Upjohn: The Ombudsman as management consultant. By Andrew Singer
  • At Raytheon, the hotline is an early warning system.
  • Textron moves toward a 'values-oriented' program - cautiously
  • Review: Two books: Macy's bankruptcy and Bear Stearns' contrarian CEO. By Loren Singer
  • November/December 1996 (Vol. 10 No. 3)

  • O&R's ethics council includes all levels of the company. By Andrew Singer
  • Corporations can be too timid in internal ethics investigations
  • Ethical principles for 'downsizing' companies
  • How PEPCO convinced the government of its good faith—and avoided prosecution
  • Review: Two books highlight consequences of ignoring good ethics. By Loren Singer
  • September/October 1996 (Vol. 10 No. 2)

  • Global ethics training at Raychem Corp. draws on 'real-life situations' everywhere. By Andrew Singer
  • At Tandem Computers: Installing the IPSIG factor
  • When a senior manager is guilty of sexual harassment: A termination alternative
  • Why General Electric considers business corruption a key issue
  • Overcoming employee cynicism: Ethics officers' views
  • Review: Corporate America as 'This best of all possible worlds'. By Loren Singer
  • August 1996July/ (Vol. 10 No. 1)

  • The U.S. Ambassador's role when overseas competitors are paying bribes. By Andrew Singer
  • On Digital Equipment Corporation's helpline, 'employees will shop for the right answer'
  • U.S. Deputy Attorney General calls for 'an age of partnership' in fighting corporate crime
  • 'Effective' communications about compliance requires formal and informal channels
  • Integrity testing: validity, consistency, legality
  • Review: The concealment scheme that imploded Barings. By Loren Singer
  • May/June 1996 (Vol. 9 No.6)

  • Why Daiwa Bank will pay $340 million under the Sentencing Guidelines. By Jeffrey M. Kaplan
  • Levi Strauss' global sourcing guidelines come of age. By Andrew Singer
  • At KPMG: A major commitment to a new ethics practice
  • An appeal to financial analysts: Seek out better market information about ethics. By Robert C. Holland
  • Review: What effect does loyalty have on business success? By Loren Singer
  • March/April 1996 (Vol. 9 No.5)

  • Nortel's Code of Conduct 'Hyperlink' on the World Wide Web. By Andrew Singer
  • How and Why Wall Street Changed the Rules. By Robert Sobel
  • Wendy's: Serving Up Ethics to Franchisees. By Tim C. Mazur
  • Bank of Tokyo: Using the Sentencing Guidelines As a Compliance 'Road Map'
  • Operating an Ethics Hotline: Some Practical Advice
  • Review: How Prudential-Bache Fleeced Its Flock. By Loren Singer
  • January/February 1996 (Vol. 9 No. 4)

  • Are ombuds communications 'privileged?' Yes, says appeals court. By Andrew Singer
  • Olin Corporation goes digital with its new ethics game
  • A survey of common compliance practices that may contribute to a poor ethics environment
  • Companies have few concrete procedures to protect whistleblowers, study suggests
  • When and how to launch an ethics investigation
  • Review: A great fortune builder who did it without victimizing others: Warren Buffett. By Loren Singer
  • November/December 1995 (Vol. 9 No. 3)

  • Government: With a good compliance program, firms may avert prosecution. By Jeffrey M. Kaplan
  • Elements of the ethics programs at the most 'compliance aware' companies
  • An insurer markets its fraud prevention program
  • 'We have not done enough, and we may not be doing the right thing
  • Bringing the inspector general to the private sector
  • Review: The Dow Corning breast implant scandal: A personal account
  • September/October 1995 (Vol. 9 No. 2)

  • Is Europe ready for its own Foreign Corrupt Practices Act? By Andrew Singer
  • Koch Industries formalizes its compliance structure
  • How to conduct a 'real' sexual-harassment investigation
  • Compliance and the Internet
  • Review: A search for the metaphysical X factor
  • July/August 1995 (Vol. 9 No. 1)

  • The Sentencing Guidelines: A 'still developing' picture. By Jeffrey M. Kaplan
  • What's in a name? Plenty, when the subject is hotlines. By Andrew Singer
  • Sundstrand Corporation's Responsible Executive Program
  • A report on the mandate: Ethics training in the futures industry
  • Business ethics is 'catching fire' overseas
  • Review: When a people look to the law for all the answers. By Loren Singer
  • May/June 1995 (Vol. 8 No.6)

  • GE Aircraft Engines empowers 1,500 ethics 'leaders'. By Andrew Singer
  • Why MITRE Corporation chose an 'outside' hotline
  • Who handles sexual harassment at the highest level?
  • Purchasing survey: when is a 'thank you' really a bribe?
  • Employee'' query: Is this hotline friend or foe?
  • Review: The dark side of Wall Street. By Loren Singer
  • March/April 1995 (Vol. 8 No.5)

  • National Medical Enterprises moves swiftly on ethics training. By Andrew Singer
  • At Bath Iron Works, the internal auditor plays a key ethics role
  • At KPMG: The forensic approach to fraud prevention
  • The Network: Managing hotlines for corporations
  • Review: Visionary companies without visionaries. By Loren Singer
  • January/February 1995 (Vol. 8 No. 4)

  • The clients champion: The new Prudential Securities ethics officer. By Andrew Singer
  • Anonymous calls are rare on Jostens' ethics hotline
  • Columbia University's ombuds office stands in the neutral zone
  • Hong Kong Conference: Business ethics as a 'competitive edge'
  • Review: Life's lessons from a businessman and poet. By Loren Singer
  • November/December 1994 (Vol. 8 No. 3)

  • Martin Marietta: Complying with the Foreign Corrupt Practices Act Worldwide By Andrew Singer
  • Marketing the ethics 'elective' at Aetna
  • Health and Human Services (HHS) mulls voluntary disclosure program
  • Wal-Mart: What role may the company play in the dating game? By Marc Ragovin
  • AT&T's contribution to the ethics movement: Honora and Probity
  • Review: Ben & Jerry's: Two bumblers who found fortune in spite of themselves? By Loren Singer
  • September/October 1994 (Vol. 8 No. 2)

  • At McDonnell Douglas: ethics 'refresher' training for 65,000 By Andrew Singer
  • Honeywell, Cargill, Cray et. al. combine to benchmark ethics performance
  • Skadden, Arps shows clients how to prevent sexual harassment: Push the correct button on the computer
  • Sentencing Guidelines: The first 101 cases
  • Instituting 'ethical discernment' at Holy Cross Health System
  • Review: Altruism in America: The cost has never been higher. By Loren Singer
  • July/August 1994 (Vol.8 No.1)

  • Changes at Teledyne: Installing a 'world-class ethics program' By Andrew Singer
  • How to weave ethics into compliance training
  • Installing a new hotline for Sears Roebuck's 300,000 'associates'. By Priscilla Lundin
  • A veteran ombudsperson's message: Always offer choices
  • Review: A seminar on ethics management practices. By Loren Singer
  • May/June 1994 (Vol.7 No.6)

  • In breast implants scandal, where was Dow Corning's concern for women? By Andrew Singer
  • Tailhook: An Assistant Secretary's message to the fleet
  • An in-house or outside hotline operator: pros and cons
  • A new general counsel fortifies Paine Webber's compliance efforts. By Priscilla Lundin
  • Review: Tribulations and perhaps trial: Managing the diverse workplace. By Loren Singer
  • March/April 1994 (Vol.7 No.5)

  • A report on the first seven years of the Defense Industry Initiative (DII). By Andrew Singer
  • Who's on the hotline case? The Pinkertons!
  • No lack of activity on WMX Technologiess' (hyperactive?) 'helpline.'
  • The art of writing an ethics case study. By Joan Elise Dubinsky
  • Three ethical challenges for sales managers. By Gene R. Lacznaik and Patrick E. Murphy
  • Book Review: Bringing Martin Buber to the toothpaste business. By Loren Singer
  • January/February 1994 (Vol.7 No.4)

  • At Rockwell, all sparks on the hotline fly upwards-to senior management. By Andrew Singer
  • Ethics investigations, even by non-lawyers, may soon enjoy legal 'privilege.' By Jeffrey M. Kaplan and Barry S. Pollack
  • Downsizing and layoffs: A comparative analysis
  • Ten steps to follow when investigating a sexual harassment complaint. By Stuart H. Brody and Wm. Lee Kinnally, Jr.
  • A lawyer may not be the ideal compliance officer.
  • Review: Robert McNamara: Auditing managerial genius. By Loren Singer
  • November/December 1993 (Vol.7, No.3)

  • Developing a discipline policy that is both consistent and creative. By Andrew Singer
  • At Pacific Bell: using the ombudsman office as a management tool. By Tim C. Mazur
  • Telecommunications industry forums define 'industry practice' in compliance. By Priscilla Lundin
  • Former line manager runs Hotline/Helpline at Phillips Petroleum.
  • Tandem Computers' Corporate Practices Committee keeps things in perspective.
  • Review: No 'slap on the wrist' for this business criminal. By Jeffrey M. Kaplan
  • Was Milken unjustly 'demonized'?
  • September/October 1993 (Vol.7, No.2)

  • Johnson & Johnson's Credo Survey: genesis and evolution By Andrew Singer
  • Where law and ethics meet. By Jeffrey M. Kaplan and Barry S. Pollack
  • How Morehead Kennedy's crisis simulations reveal the 'Ayatollah in each of us'
  • Structural analysis: managing the ethics steering committee. By Daniel A. Kile
  • Prosecutorial thinking: Some insights for corporate consideration. By George Terwilliger III
  • How to avoid negligent hiring suits By Stephen F. Ruffino and Marc Ragovin
  • July/August 1993 (Vol.7, No. 1)

  • Rolling out Dun & Bradstreet's ethics initiative involved 2,000 meetings. By Andrew Singer
  • Competitive information gathering: Where to draw the line?
  • The rationale for stern employee discipline in compliance cases.
  • Only in America: The most massive ethics education effort ever attempted. By Stuart C. Gilman
  • On structuring the corporation's ethics office. By Priscilla Lundin
  • Review: Can ethics be taught? Harvard sought an answer. By Loren Singer
  • May/June 1993 (Vol. 6, No.6)

  • Honeywell takes its own ethics message overseas. By Andrew Singer
  • Activating 'activist' compliance programs.
  • How to maintain a workplace free of sexual harassment.
  • Sentencing guidelines: Are corporations being 'snookered?' By Priscilla Lundin
  • Form and substance: A statement of philosophy by Dayton Hudson Corp.
  • Review: How much is too much toxic contamination: The engineer's dilemma. By Loren Singer
  • March/April 1993 (Vol. 6, No.5)

  • Democracy plus fairness equals productivity at Donnelly Corporation. By Andrew Singer
  • Questions a company should ask in light of sentencing guidelines.
  • When a company is confronted with a resume fraud. By Tim C. Mazur
  • Conducting an ethics investigation: The P&G security officer's perspective.
  • A new era of responsibility in American business? By Robert Sobel
  • Review: In search of 'corporate culture'. By Loren Singer
  • January/February 1993 (Vol. 6, No. 4)

  • Pinto Redux? Was General Motor's pickup truck flawed? By Andrew Singer
  • 'You are very brave,' the Japanese told Manville Corporation. By Andrew Singer
  • Ethics officers are gaining acceptance at many firms, study reveals. By Judith Kamm
  • How Chemical Bank audits compliance with a code of conduct.
  • 'Doing the right thing' in a crisis may mean not listening to lawyers.
  • Review: Five filmed scenarios highlight moral issues for U.S. firms overseas. By Loren Singer
  • November/December 1992 (Vol. 6, No. 3)

  • At Hughes Aircraft Company: A hotline for all seasons. By Andrew Singer
  • Federal Express employees can go right to the top with grievances.
  • Investigating a sexual harassment complaint.
  • Interactive video takes compliance training to a new level at GE Aerospace.
  • What are the costs of corporate fraud? A study assesses the price.
  • Review: In search of the healthy company. By Loren Singer
  • September/October 1992 (Vol. 6, No. 2)

  • Calvinist or Quaker? The roots of American business ethics. By Robert Sobel
  • Afterwords: Reflections of Drexel Burnham Lambert's former general counsel. By Priscilla Lundin
  • Are there ethical dangers in commission-driven sales systems? By Andrew Singer
  • An AIDS case and other responsibilities: The International Monetary Fund's ombudsman.
  • CIGNA's peer review panel: Seeking better ways to resolve employee grievances.
  • Review: The sentencing guidelines: A video symposium. By Loren Singer
  • July/August 1992 (Vol. 6, No. 1)

  • Is corruption a threat to the new-born democracies of Eastern Europe? By Andrew Singer
  • The Syntex Corporation ethical commitment: A potent influence on financial performance. By Tim Mazur
  • Back to basics: Character education in the schools.
  • Martin Marietta and Texas Instruments: An ethics exchange program.
  • Did J.P. Morgan have a conflict of interest with Olympia & York?
  • United Technologies' ombudsman seeks to hear what isn't being said.
  • Review: Prognosis: Unless retrained, U.S. workforce faces menial jobs at minimum wages. By Loren Singer
  • May/June 1992 (Vol.5, #6)

  • A survey of three stages in the evolution of corporate ethics programs. By Laura Nash.
  • Northrop Corp. seeks to leave moral clouds behind with a values-driven ethics program. By Tim Mazur
  • Profile: Influencing J. Irwin Miller: Socrates, Saarinen, Stradivari. By Andrew Singer
  • The case of the whistle-blowing general counsel.
  • Nurturing: How Branch Electric transforms truckers into managers.
  • Review: Bankruptcy: 'If no man will relieve him, let him die in the name of God.' By Loren Singer
  • March/April 1992 (Vol.5, #5)

  • Is IBM's Open Door still ajar? By Andrew Singer
  • Principles and profits: WAI in the automotive aftermarket.
  • Recommendation for MBAs: A year on the factory floor!
  • Sentencing guidelines: An unprecedented offer from government. By Jeffrey Kaplan
  • Seven questions to ask before using 'integrity tests.' By Dan Dalton and Michael Metzger
  • January/February 1992 (Vol.5, #4)

  • How Chase Manhattan took an ethical accounting. By Andrew Singer
  • Utility ordered to rescind ethics code: Consequences for unionized employers? By Tim Mazur
  • Do good ethics make good profits? The 'prisoners dilemma.'
  • The importance of confronting sexual harassment. An interview with AT&T's Mary Simon
  • A call on business to blunt the trade in nuclear weaponry. An interview with BENS' Stanley Weiss
  • Review: Turbulence as metaphor: A bumpy ride through the airline industry. By Loren Singer
  • November/December 1991 (Vol.5, #3)

  • Could Middlebury College have found a more decent middle way to conduct layoffs? By Andrew Singer
  • Forestalling a possible ethics outage at Niagara Mohawk Corp.
  • They left good bank jobs to work at a failing bank. By Tom Leander
  • How 'hypotheticals' can drive home the business ethics message
  • Review: A picaresque journey through disorganized labor. By Loren Singer
  • September/October 1991 (Vol.5, #2)

  • Using and abusing the bankruptcy laws. By Andrew Singer
  • How NCR Corporation balances stakeholders' claims.
  • How Boeing Company moved beyond the prohibition list toward inspiring right behavior. By John Impert.
  • Should chief executive officers be more accountable, morally?
  • Review: How a cure for camel mange came to dominate the world's economies. By Loren Singer
  • July/August 1991 (Vol.5, #1)

  • The dark side of leadership. By Andrew Singer
  • Digital Equipment Corp. rewards ethical employees who 'buck the system.'
  • Now is the time to review corporate compliance programs. By Jeffrey M. Kaplan
  • Are shareholders the primary constituency? Boone Pickens, James Burke debate.
  • Review: An American romance: Nucor's steelmakers. By Loren Singer
  • May/June 1991 (Vol.4, #6)

  • Ethics, 'quality' and the Persian Gulf War. By Andrew Singer
  • Hershey Foods Corporation introduces ethics awareness training.
  • Merck & Co, James Rouse honored for 'social vision.'
  • A 'hotline' for management accountants.
  • Review: Daily realities, distant ideals. By Loren Singer
  • March/April 1991 (Vol.4, #5)

  • Are U.S. Global Standards too high? By Andrew Singer
  • Pitney Bowes' ombudsman: Venting ethical conflicts.
  • Defense industry on cutting edge with ethics programs.
  • How the numbers are obtained is as important as what the numbers are.
  • Review: Harold Ickes: political liegeman, conservationist, defender of the downtrodden. By Loren Singer
  • January/February 1991 (Vol.4, #4)

  • Ethics programs could save companies millions under new sentencing guidelines.
  • What is 'due diligence?'
  • Robert Sobel on the sentencing of Michael Milken.
  • The Red Cross' ethics officer: A 'lightning rod' for questions about proper conduct.
  • Making ethics part of the corporate mythology.
  • Eugene McCarthy on 'Agents of Influence.'
  • November/December 1991 (Vol.4 #3)

  • Do business ethics deteriorate in a downturn? By Andrew Singer
  • The ombudsman's office at General Electric Co.
  • Methods for handling ethics complaints at MIT and the U.S. Secret Service.
  • Communitarians: Pushing the pendulum back toward community responsibility.
  • Review: Fitting corporate punishment to corporate crime. By Jeffrey Kaplan
  • September/October 1990 (Vol.4, #2)

  • The question in Tallahassee: To fight joblessness—or apartheid? By Andrew Singer
  • The view from Tallahassee. By Charles E. Billings.
  • The ethics committee: A vehicle to keep the process moving.
  • Eastern Europe turns to us for inspiration. By Richard G. Capen.
  • Kidder Peabody's outside ombudsman.
  • Review: Who's to blame for the savings and loan disaster? By Loren Singer
  • July/August 1990 (Vol.4 #1)

  • Layoffs are an ethics issue: Always, sometimes, never? By Andrew Singer
  • Corporate codes of conduct: Is the effort warranted?
  • Bell Helicopter seeks a soft landing for ethical employees.
  • Chicago Merc orders ethics training for 2,700.
  • Review: Thomas Watson Jr.: 'That's another year I made it alone.' By Loren Singer
  • May/June 1990 (Vol.3, #6)

  • The continuing crusade on Wall Street: Michael Milken as metaphor. By Robert Sobel
  • Pacific Bell: Dial E for ethics.
  • Union Carbide and Bhopal: 'Determined not to forget.'
  • Texas Instruments' ethics office: Helping to define the company.
  • Review: More light: Edison revised. By Loren Singer
  • March/April 1990 (Vol.3, #5)

  • General Dynamics Corporation: An ethics turnaround? By Andrew Singer
  • Should U.S. firms be allowed to export hazardous waste?
  • Six suggestions for a more ethical corporation. By Elmer W. Johnson.
  • Ending Superfund litigation by way of a corporate cooperative.
  • January/February 1990 (Vol.3, #4)

  • Is executive compensation an ethical issue for business? By Andrew Singer
  • Corporate 'ideology' and the Exxon Valdez oil spill.
  • Directors take a harsher view of boardroom shenanigans than students do.
  • Raytheon's hotline keeps ethics on-line.
  • Review: Russell Baker's subjective examination of a life lived. By Loren Singer
  • November/December 1989 (Vol.3, #3)

  • The Corporation as Whistleblower: Mylan Labs and the FDA. By Andrew Singer
  • Is it moral to export a pesticide that is banned in the U.S.?
  • How the Pentagon scandals prompted one association to rewrite its ethics code.
  • Contemporary telemarketing is ethically untenable—and a poor way to do business. By John Graham.
  • Community Capital Bank aims to spur housing in Brooklyn's battered neighborhoods.
  • Has GM broken its word? Or is that just part of the employee benefits game?
  • Review: The fall of the House of Hutton was no Greek tragedy. By Loren Singer
  • September/October 1989 (Vol.3, #2)

    To order back issues

  • Whistleblowers or bounty hunters? The amended False Claims Act. By Andrew Singer
  • 'Get the ethics pill:' A prescription for failure.
  • How are Corporations handling the homeless in their midst?
  • Shortening the distance between victim and victimizer. By Jeffrey Kaplan
  • Almost all buyers accept favors, but few are unethical, study concludes.
  • Review: Japan: The Enigma remains. By Loren Singer
  • July/August 1989 (Vol.3, #1)

  • The furor over Circle K's plan to control lifestyle illnesses. By Andrew Singer
  • After the takeover: Does corporate giving decline?
  • Toward a new economic theory: One that includes a place for altruism.
  • Ethics claims attention at Massachusetts Mutual Life.
  • The myth of cowboy capitalism.
  • Group fights for affirmative action in the aftermath of Supreme Court decision.
  • Review: Newt Gingrich's 'Window of Opportunity.' By Loren Singer
  • May/June 1989 (Vol.2, #6)

  • Indiana State legislature affirms 'stakeholder' rights in a takeover. By Andrew Singer
  • OSHA's Star Program: An experiment in interactive compliance.
  • Georgia Power vs. IBEW on random drug testing.
  • Conviction on two felony counts: 'I wanted to beat men at their own game.'
  • Arthur Andersen: Educating educators on ethics
  • Review: Visions of apocalypse. By Loren Singer
  • March/April 1989 (Vol.2, #5)

  • The rise of the Wall Street trader and the decline of ethics. By Robert Sobel
  • Testing prospective employees for honesty.
  • Whistleblowers: Spearheading a new ethical movement.
  • Many substance abuse programs are not effective, study suggests.
  • A compliance program that uses the carrot and the stick. By Jeffrey Kaplan
  • Review: The report of the ingenuous investigator (Richard Feynman). By Loren Singer
  • January/February 1989 (Vol.2 #4)

  • Winning the war against corporate crime. By Gerald E. Ottoson
  • Global warming: Do corporations have a role to play? By Andrew Singer
  • Riveting attention on ethics at Boeing Company.
  • RJR Nabisco takeover raises a host of ethics questions.
  • A code of conduct discourages fraudulent financial reporting.
  • Review: The Decline of the Bank of America. By Loren Singer
  • November/December 1988 (Vol.2, #3)

  • Harper & Row suit raises troubling questions about pension plans. By Andrew Singer
  • A United Nations code of conduct for multinationals nears completion.
  • A 50-point program to curb corporate crime. By Jeffrey M. Kaplan
  • Review: Abe Fortas: A study of hubris and nemesis. By Loren Singer
  • September/October 1988 (Vol.2, #2)

  • From Upjohn to Hutton: The controversy over outside special counsel. By Tom Leander.
  • Reflections of a white collar criminal. By Andrew Singer
  • St. Augustine and ethical reasoning: A model for whistleblowers. By Gerald E. Ottoson
  • How to identify an ethical computer consultant. By Pat Adams.
  • Rudolph Giuliani: State of ethics education is a 'scandal'
  • Ethics Resource Center survey: Ethics in business schools is no longer a 'novel idea'
  • Business ethics in the Soviet Union: What can we expect? By Lynn Turgeon.
  • Review: The moral rules that managers really follow.
  • Review: Armand Hammer: The man who did business with Lenin. By Loren Singer
  • July/August 1988 (Vol.2, #1)

  • How a downturn put one Rust Belt company's principles to the test. By Andrew Singer
  • The Foreign Corrupt Practices Act: Still controversial. By Tom Leander.
  • A model for ethical decision making. By Gerald E. Ottoson
  • 'These are the files on your desk.'
  • Computer monitoring: Does it send the wrong message to employees?
  • 'Work Ethic,' Citicorp's high-minded board game.
  • Surveying a troubling issue: business ethics.
  • Review: Roy Cohn: A career marked by chicanery, broken promises, neglect. By Loren Singer
  • May/June 1988 (Vol.1, #6)

  • 'Intellectual property' raises ethical questions in the computer industry. By Tom Leander.
  • A bank jobs program continues—despite controversy.
  • Santa Clara University: Reviving the 'lost art' of ethics.
  • Has the lesson of Challenger been ignored?
  • Business Roundtable profiles 10 ethical companies.
  • Entrenched management is using Ivan Boesky as a shield. By Asher Edelman.
  • Review: Henry Ford's was an empire founded on four bicycle wheels. By Loren Singer
  • March/April 1988 (Vol.1, #5)

  • Alan MacDonald, president of Nestle Foods, on ethics and corporate responsibility. By Andrew Singer
  • Ethics training seminars: Set clear objectives. By Gerald E. Ottoson
  • Defense contracting issues: On video.
  • Are corporate raiders bad for America?
  • Review: Dr. Franz Kafka, insurance executive. By Loren Singer
  • January/February 1988 (Vol.1, #4)

  • The legacy of William C. Norris. By Andrew Singer
  • Employee health screening looms as a key ethical issue in the 1990s. Conference Board study.
  • Five moral rules for multinationals operating overseas. By Richard DeGeorge.
  • Managing financial ethics in the fast-paced 1980s. By John L. Casey.
  • A new phenomenon: ethics experts in law courts.
  • Review: Johnson & Johnson and the Tylenol murders: setting priorities in a crisis. By Loren Singer
  • November/December 1987 (Vol.1, #3)

  • What's wrong with corporate feudalism? By Robert Sobel
  • Walker vs. Bell Labs: 'I thought it was my company.' By Andrew Singer
  • The myth of amoral business. By W. Michael Hoffman.
  • The coming of age of ethics in management. By H.J. Zoffer.
  • Review: Office of Government Ethics: A paralysis of purpose. By Loren Singer
  • September/October 1987 (Vol.1, #2)

  • Eugene McCarthy on the 'overincorporation' of America. By Andrew Singer
  • Whistleblowers face retaliation, dismissal, study reveals.
  • 'They deserve better than they get.' By Donald Soeken.
  • Flight Capital: Do bankers have a moral obligation to stem the flow? By Tom Leander.
  • Is business ethics an oxymoron? By W. Michael Hoffman.
  • Review: Bernard Berenson: 'Perched on the pinnacle of a mountain of corruption.' By Loren Singer
  • July/August 1987 (Vol.1 #1)

  • The insider trading scandals: How could it happen. By Robert Sobel
  • Wall Street 1887 vs. Wall Street 1987. By Maury Klein.
  • Study finds written codes of ethics don't decrease corporate illegalities. By M. Cash Matthews.
  • The ethical education of an MBA. By Andrew Singer
  • Review: R. Foster Winans: Altering morality to suit expedience. By Loren Singer
  • What can we learn from Bobby Knight?

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