Sometimes the words do matter

Twice in the course of preparing posts I’ve found myself looking at Codes of Conduct [the first time].  In writing my post earlier this week, I found myself reading the Canadian Forces Code of Conduct.  What I found was certainly not what I expected.  It is clearly written, and behaviour focused.  It’s virtually free of jargon and legal language.

So, today I thought I’d go back and check out British Petroleum’s Code of Conduct and compare to see if there’s anything we can learn.

Before I go any further, let me say that BPs Code of Conduct is pretty representative of most Corporate Codes of Conduct I’ve ever seen.  Neither better or worse.    Obviously the Canadian Forces are not in business.  They have 1000s of years of military experience behind their Code of Conduct.    And, I think it’s because of this that the following comparison may be instructive.  Here’s what I found [italics are mine]:

British Petroleum	Canadian Forces
Our commitment to integrity Focus on the company and feels like PR.  What does integrity look like?	Code of Conduct for CF Personnel Focus on employee behaviour and feels like a practical tool.  Conduct is easy to picture.
Length and general description:
84 pages describing topic areas and including Q&A	28 pages + 66 pages with behaviour-based lesson plans = 95 pages
Management speak and jargon	Plain English
Message from the top:
Yes – letter from the group chief executive	No
Table of contents
Yes	No
Introduction
10 pages on “Our commitment to integrity”Presents context , describes “Your personal commitment”, and describes how to ask questions and raise concerns	3 pages on scope, why, the Law of Armed Conflict, etcPresents context for the Code of Conduct
Organization
6 topics [e.g. Employees], supported by 21 sub-topics [e.g.Fair treatment and equal employment opportunity]	11 very concrete behaviours
Why a code of conduct?:
The BP code of conduct stands for a fundamental BP commitment – to comply with all applicable legal requirements and the high ethical standards set out in this code – wherever we operate. To help us meet this commitment, the code defines what BP expects of its businesses and people regardless of location or background. It provides both guidance in key areas and references to more detailed standards, instructions and processes for further direction.	Operational missions often require CF members to make decisions under considerable stress and in times of confusion. Moreover, the course of action one elects to make during operations can have serious consequences. Decisions must often be made very quickly. Compliance with this simple Code of Conduct helps to ensure that split second decisions are consistent with the Law of Armed Conflict and Canadian law.
Who’s it for?:
All employees must adhere to the principles and requirements contained in this code and should consult the code for guidance when acting on behalf of BP.	This publication briefly outlines the Code of Conduct applicable to all Canadian   Forces personnel taking part in all military operations other than Canadian domestic operations.
What’s in and what’s out?:
The code cannot describe every law, regulation or BP requirement that may apply to you. The company has additional standards, instructions and processes to further implement the principles in the code. Make sure you know the rules that do apply to you.Employees need to figure out which ones apply.	The CF Code of Conduct consists of eleven rules which capture the essence of the law of Armed Conflict. This Code does not in any way replace or alter the existing treaties and conventions to which Canada is a party. Actually, it represents a summary of the Law of Armed Conflict. It is designed to assist you, your commanders and your fellow members of the armed forces to achieve legitimate military objectives while ensuring operations are carried out in accordance with the Law of Armed Conflict. You must, therefore, know and faithfully comply with these eleven rules.The rules are all there.
Consequences for failure to comply?
Failure to do so is taken very seriously and may result in disciplinary action up to and including dismissal.   All head	Failure to do so is contrary to the direction of your government; can adversely affect the successful completion of your military mission; dishonours you and your country; and ultimately can leave you or your subordinates open to prosecution.   Head and heart.  Calls on personal, professional and national pride.

What differences/similarities do you see?  What are the implications from a culture point of view? Is there anything we can learn?

How does your organizational Code of Conduct stack up?

Tags: Authenticity, Code of Conduct, Corporate social responsibility, Creating meaning, Transparency