CEOs may set the ethical tone from the top, but they need a supporting capable cast to tend to the day-to-day implementation of the company’s compliance and ethics programs. What are these leaders on the “front lines” talking about and doing these days?
01 // TELL US WHAT YOUR GROUP IS FOCUSED ON THESE DAYS.
Currently, we’re focused on implementing Cox’s revised conflicts of interest policy and preparing for annual employee “Code of Excellence” training in early 2007. This online training highlights key provisions of Cox’s code of conduct and includes an affirmation of our code by employees.
02 // ARE THERE ANY PARTICULAR INITIATIVES THAT YOU HAVE FOUND WORKED WELL AND YOU WILL SHARE WITH OTHERS?
All too often, compliance initiatives are viewed negatively, and employees don’t fully understand how the program serves the company’s business objectives. Our approach focused on Cox’s tradition of “just doing what’s right.” We re-branded our compliance program as “Doing Business Right.” Cox’s initiative included the Code of Excellence (a revised Code of Conduct), an Ethics Line and customized online training that highlighted these three elements and several compliance resources that employees could use when faced with an ethical dilemma. The program’s success can be attributed largely to strong tone at the top and an awareness program staffed by a cross-functional team. Cox’s former President, Jim Robbins, Chief Compliance Officer Jim Hatcher, and Chief People Officer Mae Douglas repeatedly communicated to employees the importance of ethical conduct in our daily business activities. Cox’s People Services and Public Affairs departments supported awareness by helping to create an awareness campaign that included letters, wallet cards and posters displayed in common areas, plus a light-hearted e-mail series describing the misdeeds of fictional cable industry employees. There also is a customized tool kit for field use when discussing the program with employees.
03 // WHAT IN YOUR BACKGROUND HAS MOST PREPARED YOU FOR THIS POSITION?
My background is in accounting and finance, which doesn’t directly translate into compliance work; however, I will say that having good organizational skills, paying close attention to details and being able to work with a cross-functional team are talents that have served me well.
04 // WHAT KEEPS YOU UP AT NIGHT?
With so many companies making headline news because of security breaches, protecting our subscriber’s privacy tops my list of concerns.
05 // IS THERE ONE SPECIFIC PIECE OF ADVICE THAT YOU COULD SHARE THAT YOU WISHED YOU HAD KNOWN WHEN YOU FIRST GOT THE JOB?
Two things: don’t underestimate the importance of your company’s culture and don’t create your compliance program in a vacuum. Closely tying the compliance program to your company’s unique identity makes all the difference between a “canned” program and one that’s an integral, effective part of the business. Because a successful program requires both input from many experts (HR, accounting, legal, training and PR), and widespread employee support, you must understand and balance business needs while implementing a compliance program.
06 // WHO DO YOU REPORT TO? WHAT ROLE HAVE THEY PLAYED IN THE COMPLIANCE AND ETHICS PROGRAM?
I report to Teresa Kennedy, Assistant General Counsel. Teresa played an instrumental role in the initial launch and development of the program. She revised Cox’s very legalistic code of conduct manual into a user-friendly manual that we’ve successfully branded as the “Code of Excellence.”
07 // WHAT IS THE ODDEST QUESTION YOU HAVE EVER BEEN ASKED IN AN INTERVIEW?
Someone once asked if I were reincarnated as an animal, what would it be? I told them I would be a tortoise since they live a long time, carry their house on their back, and other animals leave them alone.
